CERTIFIED PERFORMANCE MANAGEMENT PRACTITIONER (CPMP) PROGRAM

OVERVIEW

THE QUEST FOR EXCELLENCE

The big mystery that has evaded many organizations is how to generate the optimum level of human performance. How can performance levels move from mediocre compliance to achieving breakthrough successes?

Performance excellence is a goal worth striving for. It requires focus on leveraging a set of critical drivers and processes that differentiates the best companies from the rest.

Performance management goes beyond setting tough targets and exhorting employees to do more with less, to drive higher levels of efficiency. It requires strong will and astute leadership abilities. Gaps in the execution of performance improvement efforts happen when business leaders and stakeholders pay mere lip service to supporting performance enhancing activities such as employee training, reward systems, motivation programs, and appraisals.

The time is right for a more systemic as well as systematic view of managing and improving performance. In the first place, that is what performance management is, it is a system. The CERTIFIED PERFORMANCE MANAGEMENT PRACTITIONER (CPMP) PROGRAM prepares the participants to contribute significantly to improving their organizations’ performance. The CPMP Program will equip you with the knowledge, the tools, and the skills to achieve breakthrough results.

PROGRAM AT A GLANCE

The participant is awarded the CPMP by completing the following phases:

OBJECTIVES

Those who attend this program will be able to:

• Discuss the different paradigms in performance management
• Conduct a performance management audit
• Establish KPIs and initiatives that are aligned with business goals and strategies
• Set-up organizational performance feedback mechanisms
• Analyze performance gaps
• Enable supervisors to manage performance issues at their level
• Sustain a work environment that encourages and supports high performance.

WHO WILL BENEFIT FROM TAKING THE CPMP?

• Members of the senior leadership team of any organization
• Heads of departments and business units
• Human Resource professionals
• OD Practitioners
• Performance improvement consultants

MODULE 1: ESSENTIALS OF ORGANIZATIONAL PERFORMANCE

MANAGEMENT
Duration: 2 days

MODULE 2: ESTABLISHING ORGANIZATIONAL PERFORMANCE SYSTEMS

Duration: 2 days

Participants will learn to:

• Link strategic goals and plans to targets and initiatives
• Set SMART KPIs
• Apply performance analytics to measurement and feedback systems
• Analyze and address performance gaps

Many enterprises are challenged on how to establish relevant, challenging and meaningful KPIs. Often, these have no line-of-sight link to the organization’s top goals or the KPIs use measures that have not been carefully thought out.

Setting the right enterprise level performance parameters and measures can transform and excite all stakeholders as to whether the company is capable of transforming the business capability and become the industrial standard for others to emulate.

The 3 major challenges of performance target setting:

1. Danger of getting All the Wrong Things Right
2. Align It Right – Targets that are critical for the success of one functional area must be harmonized and synchronized so that they are mutually inclusive and collaborated for the success of the enterprise as a whole
3. Cascade It Right – Those in the lowest levels in the organization must find meaning and have clear line of sight of how their individual performance targets and accomplishments contribute to the overall success of the enterprise.

1. Goals, Strategy & Strategic Alignment of KPIs & Initiatives
   – Linking Strategic Plans & Initiatives to Execution Targets
   • Critical Success Factors (CSFs)
   • Key Result Areas (KRAs)
   • Key Performance Indicators (KPIs)

   – How to SET SMART 1 & SMART 2 KPIs

   • SET – Scare the Competition, Engage the Employees, Thrill the Customers
   • SMART 1 – Specific, Measurable, Actionable, Relevant, Time Bound
   • SMART 2 – Significant, Motivational, Aligned, Rewarding, Tangible

   – Challenges of Enterprise Wide KPI Management

   • Comprehensiveness Using the Balanced Score Card (BSC)
   • Set It Right vs Set It Wrong
   • Cascade It Right vs Scrambled KPIs
   • Align It Right vs Silo KPIs

   – The Hoshin Kanri Alignment & Cascade Process
   – The Business Process Re-Engineering (BPR)

2. ProcessEnterprise Performance Analytics, Measurement & Feedback Systems – The Target Setting Process
   – Establishing Performance Goals
   • The Hoshin Kanri Process (Accountability Process)
   • The Business Process Re-Engineering Process That Triggers Transformational Performance Capabilities & Targets
   • The McKinsey 7S Audit- Alignment Process
3. Enterprise Performance Needs Analysis & Improvement
   • The ISPI – HPT Performance Improvement Model
   • The Investigative Phase
   • The Cause Analysis Phase
   • The Intervention Identification Phase
   • The Execution – Change Management Phase
   • The Evaluation Phase

MODULE 3: MANAGING INDIVIDUAL PERFORMANCE

Duration: 2 days

In this third module, participants will learn to:

• Explain the factors that can influence individual performance
• Create a conceptual model of an individual performance management system
• Propose explanations for the leading causes of individual performance decline

In this module, participants will review the most influential and compelling researches that have been done in the field of performance management that impact on individual performance, reflect on the theories proposed as a result of the research and propose their own conceptual models that have potential applications in their own organizations.

1. The Drivers of Individual Performance
   • Individual capacity to perform
   • Work procedures and adequate tools
   • Acquired knowledge and skills
   • Performance expectations
   • Performance feedback
   • Rewards and consequences of performance
2. Causes of Individual Performance Decline – Issues and Solutions
   • Studies on performance decline – what the findings show
   • Root causes of performance decline
   • Pre-emptive steps to prevent performance decline
   • Possible interventions to reverse performance decline

MODULE 4: LEADERSHIP SKILLS FOR SUSTAINING INDIVIDUAL
PERFORMANCE

Duration: 2 days

In this fourth module participants will learn to:

• Explain the performance cycle model
• Establish performance expectations with individual contributors
• Deliver performance feedback
• Improve individual performance

In no small degree, the success of an organization’s performance management system depends on how it influences the performance of each individual member of the organization. In this matter, the direct supervisors play an extremely critical role.

1. The Drivers of Individual Performance
   • Establishing challenging and engaging SMART performance goals
   • Seeking agreement on SMART performance goals
   • Coaching employees and giving useful feedback
   • Taking immediate corrective action
   • Skill practice exercises for goal setting and giving feedback
2. The Performance Cycle (Part Two)
   • Constructing an Individual Development Plan
   • Using a competency framework
   • Discussing the IDP
   • Conducting performance appraisals
   • Skill practice exercises for IDP discussions and conducting appraisals
   • Problems with appraisals and how to deal with them
   • Current thinking regarding performance appraisals

The certification process requires the submission of completed work-based projects within 150 days. These assignments provide evidence of the candidate’s satisfactory achievement of the expected competencies that can be evaluated by an assessor.

The work-based assignments include:

1. Conduct a performance audit for the organization system or one of its sub-systems (division, department, or business unit)
2. From the audit, identify at least one performance problem area and identify the root causes of the problem
3. Recommend and gain support for suggested interventions and prepare the complete and comprehensive implementation plans for them.
4. Take an active role in the execution of a performance improvement intervention initiative.
5. Evaluate the impact that the improvement initiative has had on performance results.
6. Document the entire project. PART TWO