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Innovating HR Practices: Re-engineering Performance Management

Wednesday, 1 July 2020 @ 9:30 am - 4:00 pm

Re-engineering Performance Management

Covid-19 Update – this training will now be delivered online. All existing bookings will be honoured and new bookings can now be made again too. All content from the previous face-to-face training will still be covered.

What’s changed?

The training will now be delivered using BrightTalk. Please view this webinar on Revisiting Strategic HR which our trainer, Jon Ingham, has recorded as an introduction to the Re-engineering Performance Management training.

The training will now also include new issues associated with performance management in the Covid-19 age, for example helping managers review and improve the performance of their teams when they can no longer see people performing.

The training has also been more clearly linked to the other course on Innovating HR Practices, ie ‘Developing New Reward Strategies and Approaches’ (strand 2). This course, ‘Re-engineering Performance Management’ is the 1st strand in this series. Each course can be attended as an independent training day. However, the two courses in the Innovating HR Practices series also complement each other and you may therefore like to attend both trainings, which you can do in either order.

The training day will still start at 9.30 am with an initial welcome and to ensure any technology issues are resolved. The actual training will then start at 10.00 am, and will now be delivered in one hour bites, finishing at 4.30 pm.

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


10.00-11.00 Why Now is the Right Time to Re-engineer Performance Management

  • Neuroscience and other research evidence on why traditional performance management is not working
  • Responding to changes in the world of work – agility, collaboration, complexity as well as the potential of new technologies
  • Reviewing participants own experience with performance management – summarising the key challenges
  • Setting objectives for re-engineering performance management in participants’ own organisations
11.15-12.15 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
  • Adding in employee experience and engagement – clarifying the deal
  • Advantages and disadvantages of dropping / maintaining ratings
  • How to inform reward, development, poor performance and other processes
13.00-14.00 How to Abolish Performance Management (or at least Reviews / Appraisals)

  • How to ensure people manage their performance without a performance management process end of year reviews
  • What to do instead, including developing individual responsibility, team level reviews and relying on recognition
  • Developing a performance culture and the roles of obliquity and emergence
  • Case studies and the conflicting research on organisations that have abolished performance management
14.15-15.15 Case Studies and Examples in Best Fit Alignment

  • The need to move beyond best practices to identify a best fit approach for a particular organisation
  • Linking the approach to objectives, principles and employee expectations
  • Case studies and potential examples
  • A process for participants to use to identify an optimal approach for their business and workforce based upon line manager capability, technology savvy and other factors
15.30-16.30 Implementing the Re-engineered Approach

  • Reviewing options and challenges involved in reengineering performance management in participants’ own organisations
  • Using approaches like design thinking to identify the way forward
  • Managing diversity – tailoring performance management for different employee requirements
  • Managing the change process involved in introducing a new approach
  • Building the required HR and line management competencies

Conclusions and Action Planning

This training will run from 10.00 am – 4:30 pm with a 45 minute break for lunch at 12.15 pm and 15 minute breaks between all other sessions. Please log on to the system at 9.30 am for an initial welcome.

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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Wednesday, 1 July 2020
9:30 am - 4:00 pm
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Symposium Events
020 7231 5100