Practical People Management training is our practical, participative 2 day workshop designed to build managers’ knowledge, skills and confidence to manage their teams. The programme focuses particularly on managing conduct, managing underperformance, dealing with grievances and driving attendance.
By attending practical people management training training, your managers will be able to:
- Describe their rights, and responsibilities, to manage performance, attendance, conduct and grievances in line with the legal framework.
- Show an understanding of the steps to take to plan and conduct an investigation that aligns to a fair disciplinary and grievance process.
- Identify the factors to consider when chairing a disciplinary hearing.
- Demonstrate how to plan to manage underperformance.
- Identify the key steps to take when a team member’s wellbeing is a cause of concern, including what is required to fulfil the duty to make a reasonable adjustment for a team member with a disability.
Day One
| Topic | Content |
|---|---|
| Introductions and welcome | The objectives for the workshop |
| Your right to manage | Your right to manage standards of performance, behaviour and attendance in your team What gives you your ‘right to manage’ is the employment law framework for people management: Introduction to technique. |
| What the employment law framework means in practice | The steps to take and the mindset you need. |
| The importance of nipping situations in the bud | Feedback and informal management How to give feedback well using a technique How to draw a line in the sand to change behaviours in your team |
| Your right to manage in action: managing formally | Making the decision to move to formal management When and why? Which process: Is this a ‘can’t do’ or a ‘won’t do’? Dealing with ‘won’t do’: a step by step guide to a disciplinary procedure. |
| Suspending an employee | When and how to suspend a team member How to keep in touch with an employee who has been suspended. |
| Planning a good quality investigation | What is an investigation? Plan an investigation using a matrix technique |
| Managing a grievance hearing | What a grievance chair needs to decide How to run the hearing |
| Conducting a thorough investigation | Planning good quality questions to achieve a balanced, open-minded investigation. |
| The role of a disciplinary hearing in achieving fairness | Achieving the ‘whats’ and ‘hows’ of the ACAS Code of Practice The importance of the invitation to the hearing The agenda for the hearing Managing the participants – the employee’s right to be accompanied Who can be a companion and what is their role? |
| Making a ‘reasonable’ decision | How to decide whether misconduct has occurred Deciding the sanction Confirming the outcome by letter Managing the relationships in the team once a disciplinary process is complete |
Day Two
| Topic | Content |
|---|---|
| What is performance management? | What tools do managers have? Evaluate team performance according to a four-box grid Planning performance management in each quadrant of the grid. |
| Identifying and improving underperformance | Identifying the performance gap Diagnosing the cause of the performance gap Is it a ‘what’ a ‘why’ or a ‘how’ issue? Constructing an action plan to close a performance gap. Coaching for improved performance |
| Managing according to your formal process | Exercising your ‘right to manage’: Making the decision to manage under-performance formally. What’s the role of a warning in performance management? Reaching your decision, completing the process and managing the next steps |
| The different ‘types’ of absence | The legal framework for managing each type of absence. |
| Short term sickness absence management | The importance of a great return to work meeting How to conduct one. |
| Managing attendance when the level of absence becomes a concern. | The legal framework for sickness absence management The role of warnings in absence management |
| Managing health and wellbeing in your team | Your ‘right to manage’ and be curious Who could have a disability in your team? Support and management: The duty of making reasonable adjustments – what does it mean in practice? Questioning techniques for good quality wellbeing conversations. |
| Team management planning | What will you do differently as a result of this programme? |
| Close of programme |
