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It is imperative to address unacceptable performance as soon as it becomes apparent, before the situation deteriorates or the opportunity to address the issue diminishes or disappears altogether. If left too late, options are often reduced to a range of ''blunt'' tools (discipline, transfer or termination), which can prove to be extremely costly to both the enterprise and the individual in question. This topic provides general guidance on how to handle unacceptable performance in a positive and constructive manner (and wherever possible short of formal discipline). This Rapid Skill-Builder? shows you how to apply the following key action steps: 1. Avoiding mixed messages and confusion about expected performance is a key foundation to success. If we accept mediocrity as a norm we can only expect mediocre performance most of the time 2. Recognizing that poor performance can come in many forms and the early warning systems that exist when these occur 3. Focusing on the facts about why performance is sub-standard and the circumstances in which it has occurred helps to describe the gap to be closed 4. Interviewing people about performance deterioration should always be done calmly, fairly and constructively 5. Targeting focuses on specific performance gaps and the right behaviour helps to set clear improvement goals for the individual concerned 6. Acting on your warnings involves monitoring progress, intervening as necessary, and formalising the process if performance does not change Rapid Skill-Builder Mechanics and Components Each topic in the Rapid Skill-Builder series operates in the same way with a number of elements for both the facilitator and the participants: 1 DVD Programme (around 20 minutes in length) The DVD programme on disc 1 provides around 20 minutes of explanatory material in four sections (although the disc can be paused at any stage according to facilitator or participant needs). It also contains four vignettes, each with an inadequate or negative response, then again with a positive or more suitable response. These aim to practically illustrate skills that have been described in theory. There are a number of sections introducing and discussing the topic, and the DVD ends with a summary of the main points. 1 copy of the 42-page Facilitator''s Guide The Facilitator''s Guide contains information for the facilitator to use in preparation for and during the training itself. There are scripts of the video scenes, discussion topics to raise (and suggested responses), group exercises, and further background to the topic. After each video vignette, the facilitator''s guide highlights the theory that surrounding the negative and positive scenes, to allow the facilitator to discuss this further with the participants. 10 copies of the 12-page Delegates'' Workbook The 12-page Delegates'' Workbook provides program participants with an overview of the topic in six stages. These six stages correspond to the model used in the Action Template shown on the back page. This resource can be easily read ahead of or during a workshop session by participants and also serves as a convenient ready-reference guide to take away after the workshop is over. During the training session, participants discuss - and can complete exercises - within the delegates'' workbooks. Additional copies of the workbooks can be purchased from Fenman if required. 1 CD containing Presentation Material Accompanying the DVD is a 16/17 slide presentation in Flash format that summarises key points from both the DVD. The Facilitator''s Guide has a number of exercises in which participants can engage. The presentation is scripted for facilitators so that even inexperienced trainers can use the material with minimal level of knowledge and preparation. 1 CD with additional resources and a PowerPoint presentation 10 ''cue-cards'' for participants to take away These small, pocket-sized colour cards containing all the theories and models discussed in the training sessi

It is imperative to address unacceptable performance as soon as it becomes apparent, before the situation deteriorates or the opportunity to address the issue diminishes or disappears altogether. If left too late, options are often reduced to a range of ''blunt'' tools (discipline, transfer or termination), which can prove to be extremely costly to both the enterprise and the individual in...

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