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Re-engineering Performance Management

Thursday, 12 April 2018 @ 9:30 am - 4:00 pm


Re-engineering Performance ManagementWe all understand the theoretical benefits of performance management – the way it lies at the centre of learning, reward, career management etc, and also acts as the basis for increasing the performance of the business. The fact is, however that it hardly ever acts like this.

If there was one process in HR, or even across the whole of business, that most organisations would agree is broken, it would surely be employee performance management. Nothing else we do turns both managers and employees off so much or results in so much wasted time (mainly through poor application and ineffectual conversations, but often not helped by bureaucratically heavy designs).

Yet it should not be like this. Employee performance management should be an absolutely critical business process or approach – providing the main mechanism an organisation has for ensuring that work is performed and objectives are achieved effectively.

But after 30 years of trying, we can’t go on making incremental improvements that do little to reduce frustration or increase impact on business performance. It’s time to seriously transform. Or maybe just to trash!

The good news is that there are things that can be done to make a major difference here. In particular, new insights from business and psychological research, new ways of thinking and new technologies provide some new and significant opportunities for improvement.

Attend this workshop to understand how performance management can be ‘enhanced’ – perhaps better phrased as ‘re-engineered’ – to have a true and significant impact on business performance.

Who should attend?

  • Chief human resource officer
  • HR director
  • Head of performance management
  • Head of talent management
  • Head of learning and development
  • Head of reward
  • Head of organisational development
  • HR business partner, or HR professional, wanting to contribute more broadly to organisational effectiveness
  • HR process designer, HR IT leader or talent management professional, wanting to improve the efficiency and effectiveness of HR processes
  • Business leader, with responsibility for the effectiveness of your own organisation.

By the end of the course you will:

Understand why performance management generally fails to truly enhance and drive business performance

Examine the main opportunities for improving performance

Apply research insight and latest thinking to your performance management process

Access employees’ contribution and potential to drive the performance of your business

Drive learning and development using the capabilities that will enhance business results

Align reward processes to drive efficiency and effectiveness
Create an action plan for the development of performance management within your own organisation

Topics covered

Why Performance Management isn’t Working!

  • Case study and research evidence including insights from neuroscience (eg feedback and the threat state)
  • Reviewing participants own experience with performance management Summarising the key challenges
  • Responding to changes in the world of work – agility, collaboration, complexity etc
  • Methods to review performance management effectiveness

What to do to make Traditional Performance Management Work as Well as Possible!

  • Dealing with the difficulties in understanding performance eg identifying who is talent in our organisations
  • Dealing with the difficulties in performance management dynamics – linking employee and business performance, cascading objectives, calibrating performance etc
  • Integrating performance management and other processes – talent management, career development and succession planning etc
  • Managing the change process involved in a new approach (especially as this gets harder every time you make a change)
  • Building the required HR and line management competencies

How to Abolish Performance Management (or at least Reviews / Appraisals)

  • How to ensure people manage their performance without a performance management process or at least end of year reviews
  • What to do instead (to inform reward, development, poor performance etc)
  • Developing a performance culture and the roles of obliquity and emergence
  • Case studies from Adobe, Juniper Networks and other businesses
  • Dealing with challenges in participants’ own organisations

New Opportunities to Enable Performance

  • Team level performance eg the potential for shared objectives
  • Beefing up employee recognition (and the crowdsourced performance review)
  • Adding in engagement – clarifying the deal
  • Ensuring reward contributes to increasing performance – and balancing intrinsic and extrinsic motivation
  • Managing diversity – tailoring performance management for different employee requirements
  • The potential of new technologies (design thinking, integrated talent management, social media, mobile, wearable devices and gamification plus big data analytics)

This training day will run from 10:00am – 16:00 with three scheduled breaks throughout the day

Trainer: Jon Ingham

Jon Ingham is an independent strategic people management and organisation development consultant. His projects often involve helping companies innovate their HR approaches responding to changes in the world of work and also to tie more closely to their own strategic needs. His work is informed by a strong belief in the potential offered from a smarter investment in people and the consequent opportunity to create new value for a business.

He has worked with companies in UK and Europe, the Middle East, South Africa, Asia and Australia. Recent clients have included a financial services firm where HR had to sign up to providing half of the firm’s planned financial growth.  Also, acting in an interim head of organisation development capacity for a leading retailer, planning for the introduction of a new digital business strategy.

Other activities include providing in-house and open training programmes. His Symposium courses have included strategic HR; digital HR, HR business partnering; people planning, measurement, analytics and reporting; HR and innovation; HR and social media; organisation design and development; process design; employee experience, change management, and specific courses on recruitment, learning, performance management and reward.

Jon has BA in Psychology, a Masters in Engineering and an MBA. He has frequently been recognised a leading influencer in HR, and he was listed as the 7th most influential UK HR Thinker in 2013.  HR Examiner includes him in its list of the top 100 global HR influencers and states “Ingham is still early in his career.  It’s not outrageous to imagine him as the next Ulrich.”

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Who's Attending

15 people are attending Re-engineering Performance Management

  • Katrina Kerrigan
  • Kirsty Bushbye
  • Alison Eagle
  • Claire Sherry
  • Cally Darby
  • Emma Huxham
  • Mandy Fitzgerald
  • Jenny McLeod
  • Jasmine Akiwumi
  • QA LTD
  • Emma Blair
  • Abigail Williams
  • Louise Keightley
  • Jenny Bennet
  • Natalia Lozano


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Thursday, 12 April 2018
9:30 am - 4:00 pm
Event Categories:


Jumeirah Lowndes Hotel, Knightsbridge, London
21 Lowndes Street
London, SW1X 9ES United Kingdom
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020 7823 1234
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020 7231 5100