Compare the organisation's handling of faculty performance and development with recognised practice, and close the material gaps.
Building Faculty Performance Evaluation and Development Programmes
A senior-level treatment of faculty performance and development, focused on what changes outcomes.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Improvement in faculty performance and development that is not measured tends to be reversed quietly. Variation in performance and development is the enemy; averages conceal it. The professional literature on this part of quality and productivity management converges on a small set of controls that reliably work. Every module pairs a short input on faculty performance and development with structured practice on the participant's own material. Teams frequently over-invest in documenting this aspect of quality and productivity management and under-invest in testing it. Content is organised around the decisions practitioners actually face in performance and development, not around theory headings. It is pitched for practitioners with responsibility for faculty performance and development, not for observers of it. Participants gain a realistic view of what performance and development costs and what it returns. The closing exercise tests whether the participant's plan for the wider quality and productivity management agenda survives a hostile question.
Expected Learning Outcomes
Design control plans for performance and development that detect deviation early.
Standardise work in faculty performance and development without removing necessary judgement.
Calculate the cost of poor quality attributable to performance and development.
Measure productivity in faculty performance and development without incentivising the wrong behaviour.
Handle the trade-offs in performance and development between speed, cost and assurance explicitly rather than implicitly.
Test the organisation's response to faculty performance and development under conditions that are less than ideal.
Who Should Attend
Production and operations supervisors delivering faculty performance and development.
Training officers building problem-solving capability in performance and development.
Process and industrial engineers redesigning faculty performance and development.
Supplier quality engineers assessing inputs to performance and development.
Operations staff who encounter the consequences of faculty performance and development directly.
Quality staff verifying that performance and development performs as designed.
Course Modules
Faculty performance and development: cost of poor quality
2 sessions · 8 pointsSession 1Moving faculty performance and development from approval to execution
- Record what was tried on faculty performance and development and did not work, and why.
- Assemble certification evidence for performance and development as work proceeds, not before the audit.
- Map the process behind faculty performance and development by walking it, not by describing it.
- Build a control plan for performance and development identifying what is checked, when and by whom.
Session 2Escalation and decision rights in performance and development
- Decide what will be stopped to create capacity for faculty performance and development.
- Remove steps in performance and development that add effort without adding assurance.
- Check that records of faculty performance and development answer the questions likely to be asked.
- Set the review cadence that sustains gains in performance and development.
Performance and development: defining quality in measurable terms
2 sessions · 8 pointsSession 1Mapping performance and development as it is done, not as it is written
- Benchmark faculty performance and development against a comparable operation and record the gap.
- Design the internal audit schedule covering performance and development.
- Collect evidence on the present handling of faculty performance and development before proposing changes.
- Rank the weaknesses in performance and development by consequence rather than by ease of fixing.
Session 2Sustaining the gain on performance and development after the project ends
- Agree what will be standardised in faculty performance and development and what will not.
- Choose productivity measures for performance and development that do not reward shortcuts.
- Test the procedure for faculty performance and development against a realistic scenario.
- Establish who is informed, consulted and accountable in performance and development.
Performance and development: variation, capability and control
2 sessions · 8 pointsSession 1Auditing performance and development to improve it, not to pass
- Define quality for faculty performance and development in terms the customer would recognise.
- Define acceptance criteria for performance and development in advance.
- Establish the boundary of faculty performance and development and record what sits outside it.
- Verify that improvements to performance and development held six months later.
Session 2The decisions in faculty performance and development that cannot be delegated
- Record what was learned when faculty performance and development did not go as planned.
- Define supplier quality requirements affecting inputs to performance and development.
- Identify non-value-adding steps in faculty performance and development and remove them.
- Identify the few causes responsible for most defects in performance and development.
Performance and development: waste, flow and productivity
2 sessions · 8 pointsSession 1Benchmarking performance and development without flattering yourself
- Link the improvement in faculty performance and development to a financial figure leadership recognises.
- Agree the smallest change to performance and development that would be visibly useful.
- Write standard work for faculty performance and development with the people who perform it.
- Set out how exceptions to performance and development are requested and approved.
Session 2Standard work for performance and development without deskilling it
- Rehearse the briefing on faculty performance and development that would follow an incident.
- Confirm that those complying with performance and development understand why it exists.
- Apply structured root cause analysis to the top defect in faculty performance and development.
- Build the competence framework that supports performance and development.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
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