Performance Management & Appraisal

Quick look

Torc offer a 2 day programme aimed at helping participants routinely apply the theory & practice of Performance Management, based on some best-practice guidelines.

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Performance Management & Appraisal:

The Art & Science Of Employee Development ©

– A 2-day Forum For Managers Assisting Staff Achieve Peak Performance

Day One  

1. Review Questionnaire Feedback – Identify aggregate themes.

2. Group Perspectives on Organisation’s Performance: Present & Future. 
Levers: Capital & People. Link to 2010 goals.

3. Organisational Performance Models: Burke-Litwin, Gelinas-James, McKinsey 7-S, Weisbord 6-Box, Tichy. Common Features.

4. Clarity on Performance Management Roles & Responsibilities: Manager, Front-Line Supervisor & General Staff. Emphasis on Ongoing Elements.

5. Dimensions of Management Role: Manager, Leader, Trainer, Coach.


6. Discussion, case studies, role-plays on each dimension. Results-oriented. Link to  environment. Link to personality profiles – MBTI or Herrmann Whole-Brain Model.

Day Two 

1.  Organisation Plans. Setting & Measuring Standards. SMART(S) Goals – Individual & Collective. Behaviour Guidelines. Cross-functional teamwork – assisting others achieve their goals.

2.  Giving & Receiving Feedback: Downward & Upward; Regular & Event-driven; Individual & Group; Formal & Informal. Positive Two-Way Conversation. Learning the Language. Dealing with resistance. Modifying for Mature & Developing Performers. Record-keeping – monthly T-Sheets & Annual Performance Appraisals.


1.  Role-plays (preferably on-camera). 

givers, to act honestly, rationally & analytically, without malice & without a desire to hurt, or resurrect long-held grievances; to use language and convey messages that are non-judgemental, but are constructive in nature; to be well prepared to ensure there is balance in evaluation and specifics in back-up; to focus on the issues or behaviour, not on the person; to pose the situation/issue as a mutual problem; to give the recipient an opportunity to clarify what is said and above all else, to show respect for the recipient.

recipients, to be open and accepting of the feedback given, in a spirit of co-operativeness; to listen actively with an open mind, asking questions to seek clarification & develop a personal plan for how to improve; to prepare carefully to ensure adoption of a developmental perspective and the avoidance of arguing, defending, denying, or justifying; to thank the giver & assure him/her that we welcome the information provided to assist our own development.