Structure records of hybrid performance management so that they answer the questions an auditor will actually ask.
Managing Performance in Hybrid and Distributed Work Environments
A senior-level treatment of hybrid performance management, focused on what changes outcomes.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
A process for hybrid performance management that managers quietly work around has already failed. Policy on the practice within people management and development is judged by how it is applied in the difficult cases, not the easy ones. It concentrates on the parts of the people management and development capability that determine outcomes and treats the rest proportionately. Buying a tool rarely fixes hybrid performance management; the underlying capability has to be built internally first. The professional literature on the wider people management and development agenda converges on a small set of controls that reliably work. Sessions alternate between guided analysis of this part of people management and development and supervised application. Participants gain a realistic view of what hybrid performance management costs and what it returns. The level assumes working familiarity with the workforce but no prior formal training in the practice within people management and development. It closes by agreeing the smallest change to this part of people management and development that would make a visible difference.
Expected Learning Outcomes
Integrate hybrid performance management with reward, development and performance processes.
Design the communication that makes hybrid performance management understood rather than merely announced.
Pilot changes to hybrid performance management before rolling them out organisation-wide.
Design the appeals or grievance route attached to hybrid performance management.
Apply a repeatable review cycle to hybrid performance management and act on what it produces.
Recognise early indicators that hybrid performance management is drifting away from its intended design.
Who Should Attend
Those responsible for briefing external stakeholders on hybrid performance management.
Individuals developing their own capability in hybrid performance management.
Quality staff verifying that hybrid performance management performs as designed.
Internal communications staff explaining hybrid performance management to the workforce.
Human resources managers and business partners responsible for hybrid performance management.
Public sector personnel officers applying hybrid performance management within regulation.
Course Modules
Hybrid performance management: exceptions, appeals and difficult cases
2 sessions · 8 pointsSession 1Building manager capability in hybrid performance management rather than owning it centrally
- State the purpose of hybrid performance management in one sentence a new manager would understand.
- Define who decides on hybrid performance management and who may only recommend.
- Set out how exceptions to hybrid performance management are requested and approved.
- Ask employees what hybrid performance management feels like from their side.
Session 2Escalation and decision rights in hybrid performance management
- Check that hybrid performance management still works when volumes rise unexpectedly.
- Measure the effect of hybrid performance management on retention and performance, not activity.
- Identify the data already collected that bears on hybrid performance management.
- Rehearse the briefing on hybrid performance management that would follow an incident.
Hybrid performance management: the manager conversation that decides the outcome
2 sessions · 8 pointsSession 1What your existing data already says about hybrid performance management
- Confirm records relating to hybrid performance management meet retention and privacy rules.
- Review hybrid performance management for unintended equity effects across groups.
- Check that records of hybrid performance management answer the questions likely to be asked.
- Script the difficult conversation hybrid performance management requires and rehearse it.
Session 2Writing a policy on hybrid performance management a line manager can actually use
- Check that hybrid performance management complies with current labour regulation in every location.
- Agree the smallest change to hybrid performance management that would be visibly useful.
- Test the policy on hybrid performance management against three real cases from the past year.
- Establish who is informed, consulted and accountable in hybrid performance management.
Hybrid performance management: review, learning and adjustment
2 sessions · 8 pointsSession 1Closing out hybrid performance management and capturing what was learned
- Record what was learned when hybrid performance management did not go as planned.
- Document the reasoning for every exception granted under hybrid performance management.
- Decide what will be stopped to create capacity for hybrid performance management.
- Compare intended and actual outcomes of hybrid performance management honestly.
Session 2The conversation about hybrid performance management managers most often avoid
- Verify six months later that changes to hybrid performance management have held.
- Write down the assumptions underpinning the approach to hybrid performance management.
- Set the consistency check that catches uneven application of hybrid performance management.
- Collect evidence on the present handling of hybrid performance management before proposing changes.
Hybrid performance management: capability across the management line
2 sessions · 8 pointsSession 1Who answers for hybrid performance management, and to whom
- Prepare the response for the most likely failure in hybrid performance management.
- Identify the data the organisation already holds that bears on hybrid performance management.
- Review whether hybrid performance management is aligned with the objectives of the workforce.
- Benchmark the organisation's hybrid performance management against comparable operations.
Session 2Applying hybrid performance management consistently to the person you like least
- Record the rationale for each significant choice made about hybrid performance management.
- Train line managers on hybrid performance management rather than handling every case centrally.
- Build the appeals route for hybrid performance management and publish it.
- Plan succession for roles most exposed to hybrid performance management.
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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