Assess the cost of performance-linked rewards and the cost of leaving it as it is.
Planning Performance-Linked Incentive Rewards
A senior-level treatment of performance-linked rewards, focused on what changes outcomes.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
People decide what performance-linked rewards really means by watching who gets promoted. A process for the practice within people management and development that managers quietly work around has already failed. Discussion is anchored to worked examples of this strand of people management and development rather than to abstract argument. The programme takes participants through performance-linked rewards end to end, from framing the problem to closing it out. The level assumes working familiarity with the workforce but no prior formal training in the wider people management and development agenda. Post-incident reviews keep identifying weaknesses in the people management and development capability that were visible long before the incident. Buying a tool rarely fixes performance-linked rewards; the underlying capability has to be built internally first. The course leaves participants able to diagnose weaknesses in the practice within people management and development before they become incidents. It closes by agreeing the smallest change to this strand of people management and development that would make a visible difference.
Expected Learning Outcomes
Prepare a short, evidence-based briefing on performance-linked rewards for senior management.
Address the equity and inclusion implications of performance-linked rewards deliberately.
Draw practical lessons from failures in performance-linked rewards without assigning blame that suppresses reporting.
Design a policy on performance-linked rewards that is fair, lawful and actually usable by line managers.
Prepare managers for the emotional load performance-linked rewards places on them.
Test the organisation's response to performance-linked rewards under conditions that are less than ideal.
Who Should Attend
Individuals developing their own capability in performance-linked rewards.
Planning staff whose forecasts and budgets are affected by performance-linked rewards.
Team leaders and supervisors who put performance-linked rewards into practice day to day.
Learning and development officers building capability in performance-linked rewards.
Reward and compensation staff whose frameworks interact with performance-linked rewards.
Internal communications staff explaining performance-linked rewards to the workforce.
Course Modules
Performance-linked rewards: the manager conversation that decides the outcome
2 sessions · 8 pointsSession 1The exception to performance-linked rewards that sets the precedent
- Record what was learned when performance-linked rewards did not go as planned.
- Define acceptance criteria for performance-linked rewards in advance.
- Set the annual review point for performance-linked rewards and who attends.
- Plan succession for roles most exposed to performance-linked rewards.
Session 2Moving performance-linked rewards from approval to execution
- Confirm records relating to performance-linked rewards meet retention and privacy rules.
- Measure the effect of performance-linked rewards on retention and performance, not activity.
- Agree the smallest change to performance-linked rewards that would be visibly useful.
- Set the consistency check that catches uneven application of performance-linked rewards.
Performance-linked rewards: policy design and legal footing
2 sessions · 8 pointsSession 1Appeals and grievances arising from performance-linked rewards
- Define who decides on performance-linked rewards and who may only recommend.
- Ask employees what performance-linked rewards feels like from their side.
- Build the appeals route for performance-linked rewards and publish it.
- Name a single owner for each element of performance-linked rewards.
Session 2Costing performance-linked rewards honestly, including the cost of inaction
- Review performance-linked rewards for unintended equity effects across groups.
- Script the difficult conversation performance-linked rewards requires and rehearse it.
- Build the internal briefing that explains performance-linked rewards to those affected.
- Rank the weaknesses in performance-linked rewards by consequence rather than by ease of fixing.
Performance-linked rewards: records, privacy and legal defensibility
2 sessions · 8 pointsSession 1What your existing data already says about performance-linked rewards
- Map the handovers in performance-linked rewards between functions and secure them.
- Distinguish symptoms from causes when performance-linked rewards underperforms.
- Check that records of performance-linked rewards answer the questions likely to be asked.
- Test the policy on performance-linked rewards against three real cases from the past year.
Session 2Where performance-linked rewards typically breaks, and why
- Design the communication for performance-linked rewards around the questions people will actually ask.
- Agree what will be standardised in performance-linked rewards and what will not.
- Train line managers on performance-linked rewards rather than handling every case centrally.
- Prepare the summary of performance-linked rewards that senior management will read.
Performance-linked rewards: exceptions, appeals and difficult cases
2 sessions · 8 pointsSession 1Building manager capability in performance-linked rewards rather than owning it centrally
- Agree the indicators that will show whether performance-linked rewards is improving.
- Verify six months later that changes to performance-linked rewards have held.
- Check that performance-linked rewards complies with current labour regulation in every location.
- Set escalation thresholds for performance-linked rewards that work out of hours.
Session 2The paperwork for performance-linked rewards that is actually needed
- Identify the data the organisation already holds that bears on performance-linked rewards.
- Confirm that those complying with performance-linked rewards understand why it exists.
- State the purpose of performance-linked rewards in one sentence a new manager would understand.
- Test the procedure for performance-linked rewards against a realistic scenario.
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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