Distinguish the parts of role-based performance indicators that must be standardised from those that require judgement.
Building Key Performance Indicators for Different Roles
An applied course in role-based performance indicators built around the decisions practitioners actually face.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Most disputes about role-based performance indicators begin as a conversation that was handled badly. Policy on this strand of people management and development is judged by how it is applied in the difficult cases, not the easy ones. Participants gain a realistic view of what this area of people management and development costs and what it returns. The teaching approach is deliberately practical: participants build a people policy for role-based performance indicators as they go. The programme converts the people management and development discipline from an area of general awareness into a set of repeatable practices. Applied research in people management and development consistently shows that early structure around the wider people management and development agenda reduces downstream rework. Teams frequently over-invest in documenting role-based performance indicators and under-invest in testing it. Participants come from operational and oversight roles, and both perspectives on this strand of people management and development are used deliberately. The programme closes with an action plan for this aspect of people management and development that each participant writes for their own organisation.
Expected Learning Outcomes
Handle the trade-offs in role-based performance indicators between speed, cost and assurance explicitly rather than implicitly.
Design a policy on role-based performance indicators that is fair, lawful and actually usable by line managers.
Plan the handover of role-based performance indicators so that capability is not lost when key staff move on.
Integrate role-based performance indicators with reward, development and performance processes.
Equip managers to hold the difficult conversations role-based performance indicators requires.
Handle exceptions to role-based performance indicators consistently and document the reasoning.
Who Should Attend
Legal and compliance advisers reviewing role-based performance indicators.
Internal communications staff explaining role-based performance indicators to the workforce.
Operations staff who encounter the consequences of role-based performance indicators directly.
Senior leaders accountable for the culture role-based performance indicators produces.
Compliance and governance staff whose remit includes role-based performance indicators.
Recruitment and resourcing staff affected by role-based performance indicators.
Course Modules
Role-based performance indicators: policy design and legal footing
2 sessions · 8 pointsSession 1The conversation about role-based performance indicators managers most often avoid
- Design the communication for role-based performance indicators around the questions people will actually ask.
- Estimate the cost of role-based performance indicators and the cost of leaving it unchanged.
- Set the review interval for role-based performance indicators and who attends.
- Establish what evidence demonstrates role-based performance indicators is under control.
Session 2What your existing data already says about role-based performance indicators
- Name a single owner for each element of role-based performance indicators.
- Verify six months later that changes to role-based performance indicators have held.
- Test the procedure for role-based performance indicators against a realistic scenario.
- Close out actions on role-based performance indicators rather than leaving them open indefinitely.
Role-based performance indicators: records, privacy and legal defensibility
2 sessions · 8 pointsSession 1Appeals and grievances arising from role-based performance indicators
- Plan succession for roles most exposed to role-based performance indicators.
- State the purpose of role-based performance indicators in one sentence a new manager would understand.
- Document the reasoning for every exception granted under role-based performance indicators.
- Anticipate the objections role-based performance indicators will raise and prepare the answers.
Session 2Keeping records on role-based performance indicators that are lawful and useful
- Agree what will be standardised in role-based performance indicators and what will not.
- Check that role-based performance indicators still works when volumes rise unexpectedly.
- Reduce the variation in how role-based performance indicators is carried out between teams.
- Train line managers on role-based performance indicators rather than handling every case centrally.
Role-based performance indicators: communication and employee understanding
2 sessions · 8 pointsSession 1Where role-based performance indicators typically breaks, and why
- Set escalation thresholds for role-based performance indicators that work out of hours.
- Build the competence framework that supports role-based performance indicators.
- Prepare the summary of role-based performance indicators that senior management will read.
- Confirm records relating to role-based performance indicators meet retention and privacy rules.
Session 2Building manager capability in role-based performance indicators rather than owning it centrally
- Build the appeals route for role-based performance indicators and publish it.
- Compare intended and actual outcomes of role-based performance indicators honestly.
- Define who decides on role-based performance indicators and who may only recommend.
- Record the rationale for each significant choice made about role-based performance indicators.
Role-based performance indicators: capability across the management line
2 sessions · 8 pointsSession 1Making role-based performance indicators work when resources are constrained
- Set the consistency check that catches uneven application of role-based performance indicators.
- Set out the decisions in role-based performance indicators that require sign-off and by whom.
- Identify the data the organisation already holds that bears on role-based performance indicators.
- Ask employees what role-based performance indicators feels like from their side.
Session 2Moving role-based performance indicators from approval to execution
- Collect evidence on the present handling of role-based performance indicators before proposing changes.
- Check that role-based performance indicators complies with current labour regulation in every location.
- Script the difficult conversation role-based performance indicators requires and rehearse it.
- Pilot changes to role-based performance indicators in one area before wider rollout.
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
Complete your registration
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