Set acceptance criteria for underperformance management before work begins rather than after.
Managing the Performance of Underperforming Employees
Turn underperformance management from a stated policy into a practice your organisation can evidence.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
A process for underperformance management that managers quietly work around has already failed. People decide what this strand of people management and development really means by watching who gets promoted. The course gives participants a defensible structure for this aspect of people management and development and the judgement to adapt it. Buying a tool rarely fixes underperformance management; the underlying capability has to be built internally first. Field experience suggests that the barrier to better the practice within people management and development is rarely technical. The outcome is a practitioner who can hold a position on this strand of people management and development and revise it on evidence. The teaching approach is deliberately practical: participants build a people policy for underperformance management as they go. It is appropriate for those preparing to take on wider responsibility for the people management and development capability. Work concludes with a self-assessment of this area of people management and development that participants can repeat annually.
Expected Learning Outcomes
Design the appeals or grievance route attached to underperformance management.
Establish what evidence would demonstrate that underperformance management is under control.
Set the minimum documentation for underperformance management that is genuinely necessary, and stop there.
Pilot changes to underperformance management before rolling them out organisation-wide.
Review underperformance management annually against what actually happened, not what was intended.
Prepare managers for the emotional load underperformance management places on them.
Who Should Attend
Risk managers assessing the exposure created by underperformance management.
Line managers who apply underperformance management in practice.
Human resources managers and business partners responsible for underperformance management.
Legal and compliance advisers reviewing underperformance management.
Learning and development officers building capability in underperformance management.
Anyone whose accountability for underperformance management exceeds their current formal training in it.
Course Modules
Underperformance management: cost, benefit and workforce planning
2 sessions · 8 pointsSession 1Closing out underperformance management and capturing what was learned
- Prepare the response for the most likely failure in underperformance management.
- Check that underperformance management still works when volumes rise unexpectedly.
- Ask employees what underperformance management feels like from their side.
- Set the annual review point for underperformance management and who attends.
Session 2Building manager capability in underperformance management rather than owning it centrally
- Script the difficult conversation underperformance management requires and rehearse it.
- Test the procedure for underperformance management against a realistic scenario.
- Set the review interval for underperformance management and who attends.
- Set escalation thresholds for underperformance management that work out of hours.
Underperformance management: policy design and legal footing
2 sessions · 8 pointsSession 1Writing a policy on underperformance management a line manager can actually use
- Document the reasoning for every exception granted under underperformance management.
- Agree the indicators that will show whether underperformance management is improving.
- Estimate the cost of underperformance management and the cost of leaving it unchanged.
- Plan succession for roles most exposed to underperformance management.
Session 2Keeping records on underperformance management that are lawful and useful
- Identify the data the organisation already holds that bears on underperformance management.
- Identify where judgement in underperformance management is legitimate and where it is not.
- Decide what will be stopped to create capacity for underperformance management.
- Measure the effect of underperformance management on retention and performance, not activity.
Underperformance management: exceptions, appeals and difficult cases
2 sessions · 8 pointsSession 1Applying underperformance management consistently to the person you like least
- Compare intended and actual outcomes of underperformance management honestly.
- Set the consistency check that catches uneven application of underperformance management.
- Confirm records relating to underperformance management meet retention and privacy rules.
- Record the rationale for each significant choice made about underperformance management.
Session 2Reading the current state of underperformance management honestly
- Establish what evidence demonstrates underperformance management is under control.
- Define the trigger that would require underperformance management to be redesigned.
- Agree the smallest change to underperformance management that would be visibly useful.
- Verify six months later that changes to underperformance management have held.
Underperformance management: fairness, equity and consistency
2 sessions · 8 pointsSession 1Piloting a change to underperformance management before committing
- State the purpose of underperformance management in one sentence a new manager would understand.
- Agree what will be standardised in underperformance management and what will not.
- Benchmark the organisation's underperformance management against comparable operations.
- Review underperformance management for unintended equity effects across groups.
Session 2Keeping underperformance management alive after the initial push
- Define who decides on underperformance management and who may only recommend.
- Check that underperformance management complies with current labour regulation in every location.
- Pilot changes to underperformance management in one area before wider rollout.
- Define acceptance criteria for underperformance management in advance.
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
We will contact you within one business day to confirm.