Agree the first three actions on continuous manager-employee feedback that will be taken on returning to work.
Managing Continuous Feedback Between Manager and Employee
Build a working method for continuous manager-employee feedback that stands up to scrutiny and survives daily pressure.
📍 Abu Dhabi🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
A process for continuous manager-employee feedback that managers quietly work around has already failed. People decide what the people management and development discipline really means by watching who gets promoted. The professional literature on this aspect of people management and development converges on a small set of controls that reliably work. The programme suits teams tackling continuous manager-employee feedback together as readily as individuals attending alone. Buying a tool rarely fixes this part of people management and development; the underlying capability has to be built internally first. The course gives participants a defensible structure for this area of people management and development and the judgement to adapt it. Participants develop a defensible line of reasoning for the choices they make about continuous manager-employee feedback. Sessions alternate between guided analysis of the wider people management and development agenda and supervised application. Participants leave with a plan for this part of people management and development sized to what their organisation can realistically absorb.
Expected Learning Outcomes
Design the appeals or grievance route attached to continuous manager-employee feedback.
Handle exceptions to continuous manager-employee feedback consistently and document the reasoning.
Measure the effect of continuous manager-employee feedback on retention, performance and engagement.
Sequence improvements to continuous manager-employee feedback so that each step makes the next one easier.
Structure records relating to continuous manager-employee feedback so they satisfy legal and privacy obligations.
Present the case for investment in continuous manager-employee feedback in terms that a finance function will accept.
Who Should Attend
Human resources managers and business partners responsible for continuous manager-employee feedback.
Senior leaders accountable for the culture continuous manager-employee feedback produces.
Recruitment and resourcing staff affected by continuous manager-employee feedback.
Internal auditors reviewing how continuous manager-employee feedback is designed and operated.
Reward and compensation staff whose frameworks interact with continuous manager-employee feedback.
Department heads accountable for the results of continuous manager-employee feedback.
Course Modules
Continuous manager-employee feedback: fairness, equity and consistency
2 sessions · 8 pointsSession 1What your existing data already says about continuous manager-employee feedback
- Test the procedure for continuous manager-employee feedback against a realistic scenario.
- Name a single owner for each element of continuous manager-employee feedback.
- Prepare the summary of continuous manager-employee feedback that senior management will read.
- Build the appeals route for continuous manager-employee feedback and publish it.
Session 2Where continuous manager-employee feedback typically breaks, and why
- Define the trigger that would require continuous manager-employee feedback to be redesigned.
- Establish the boundary of continuous manager-employee feedback and record what sits outside it.
- Rank the weaknesses in continuous manager-employee feedback by consequence rather than by ease of fixing.
- Design the communication for continuous manager-employee feedback around the questions people will actually ask.
Continuous manager-employee feedback: records, privacy and legal defensibility
2 sessions · 8 pointsSession 1Building lasting competence in continuous manager-employee feedback
- Remove steps in continuous manager-employee feedback that add effort without adding assurance.
- Agree what will be standardised in continuous manager-employee feedback and what will not.
- Script the difficult conversation continuous manager-employee feedback requires and rehearse it.
- Establish who is informed, consulted and accountable in continuous manager-employee feedback.
Session 2Building manager capability in continuous manager-employee feedback rather than owning it centrally
- Map the handovers in continuous manager-employee feedback between functions and secure them.
- Set the consistency check that catches uneven application of continuous manager-employee feedback.
- Confirm that those complying with continuous manager-employee feedback understand why it exists.
- Review continuous manager-employee feedback for unintended equity effects across groups.
Continuous manager-employee feedback: capability across the management line
2 sessions · 8 pointsSession 1Keeping records on continuous manager-employee feedback that are lawful and useful
- Assign responsibility for keeping documentation of continuous manager-employee feedback current.
- Decide what will be stopped to create capacity for continuous manager-employee feedback.
- Check that continuous manager-employee feedback complies with current labour regulation in every location.
- Identify the data the organisation already holds that bears on continuous manager-employee feedback.
Session 2Keeping continuous manager-employee feedback alive after the initial push
- Prepare the response for the most likely failure in continuous manager-employee feedback.
- Define who decides on continuous manager-employee feedback and who may only recommend.
- Ask employees what continuous manager-employee feedback feels like from their side.
- Pilot changes to continuous manager-employee feedback in one area before wider rollout.
Continuous manager-employee feedback: the manager conversation that decides the outcome
2 sessions · 8 pointsSession 1Explaining continuous manager-employee feedback so people believe it
- Document the reasoning for every exception granted under continuous manager-employee feedback.
- Compare intended and actual outcomes of continuous manager-employee feedback honestly.
- Estimate the cost of continuous manager-employee feedback and the cost of leaving it unchanged.
- Agree the indicators that will show whether continuous manager-employee feedback is improving.
Session 2Costing continuous manager-employee feedback honestly, including the cost of inaction
- Anticipate the objections continuous manager-employee feedback will raise and prepare the answers.
- Measure the effect of continuous manager-employee feedback on retention and performance, not activity.
- Confirm records relating to continuous manager-employee feedback meet retention and privacy rules.
- Plan succession for roles most exposed to continuous manager-employee feedback.
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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