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Managing people and performance are two key components of every line manager’s role.  While most public sector organisations have performance management (PM) systems, it is often the case that they become ‘tick box exercises’. From my experience in developing and evaluating PM systems and training people across the public sector, I have observed that many managers focus on ‘operating the system’ rather than managing performance – which is about having meaningful conversations that motivate people to develop and improve performance. Motivation theories highlight the following principles that should underpin good performance management:This half day programme is designed to help managers to develop the skills they need to:

  • have meaningful conversations with people to mutually identify specific, stretching performance and development goals, aligned with team and organizational goals
  • give regular positive, constructive and corrective feedback to support and motivate people and recognise good performance
  • prepare for ‘difficult conversations’ – to help improve performance and address performance problems.

It is a very interactive and practical programme that will help managers to develop their communications, goal setting and feedback skills and to have meaningful performance and development conversations. I’m looking forward to meeting our participants next week and to helping them develop these important parts of their people management role.

Sile O’Donnell

For a more detailed insight into Sile’s unique and valuable performance management methodology, join us here at PAI for How to Manage Performance: A Half-Day Workshop for Public Sector Managers.

Workshop details and booking here.