Employee Performance Management: Behavior and Attitudes

Many organisations have a performance appraisal system, yet managers still find it hard to deal with behaviour and attitude issues. Expectations are vague, ratings are inflated to avoid conflict, feedback comes once a year and focuses on personality rather than behaviour. Engaged employees feel unrecognised and underperformance persists until it becomes a formal case.

This programme treats performance management as a continuous management practice. It starts with what drives behaviour and attitudes at work, moves to setting clear behavioural expectations and objectives, then covers observation, feedback and coaching conversations, managing underperformance fairly, and building a system and culture that sustains good performance.

Built on recognised practice. The programme references CIPD evidence reviews on performance management, goal-setting research, behavioural models such as the antecedent-behaviour-consequence approach, and established feedback models. It also draws on practice in competency frameworks used by public and private sector employers.

Decisions this programme improves. How to write expectations that describe observable behaviour, when and how to give feedback, whether a problem is about ability, motivation or the environment, when to coach and when to take formal action, and how to rate performance fairly and consistently.

How it is delivered. Twenty hours across five sessions, built around one running case: a team with a mix of high performers, a disengaged experienced employee and a new joiner struggling with expectations. Participants practise conversations through structured role plays and prepare an improvement plan.

In-house option. For organisations, the programme can be tailored to your own performance management system, competency framework, rating scales and HR policies, and delivered for line managers and HR business partners together.

Who Should Attend

Line managers: supervisors and managers responsible for teams

HR professionals: HR business partners, performance management specialists and employee relations staff

Team leaders: team leaders preparing to take on formal performance management responsibilities

Learning and development staff: L&D specialists supporting manager capability programmes

Department heads: heads of function seeking more consistent performance practice in their area

Objectives

Explain the main factors that shape behaviour and attitudes at work

Distinguish between behaviour, attitude and personality when assessing performance

Write clear objectives and behavioural indicators linked to role and organisational goals

Observe and record performance evidence objectively throughout the year

Give specific, balanced feedback using a structured model

Conduct coaching conversations that build commitment and capability

Diagnose the causes of underperformance and choose an appropriate response

Manage difficult conversations and performance improvement plans fairly

Reduce rating bias and support calibration across teams

Design recognition practices that reinforce desired behaviour

Course Outline

What Drives Behaviour and Attitudes at Work

Behaviour, attitude and personality: why the distinction matters
Motivation, engagement and job satisfaction
The role of the manager and the work environment
The antecedent-behaviour-consequence approach
Organisational culture and values in practice
Generational and cultural differences without stereotyping

Setting Clear Expectations

Linking individual objectives to organisational goals
SMART objectives and OKRs: uses and limits
Behavioural indicators and competency frameworks
Agreeing expectations with employees
Hybrid and remote work: making expectations visible
Aligning job descriptions, objectives and behaviours

Feedback and Coaching Conversations

Continuous feedback versus annual appraisal
Structured feedback models and specific language
Recognition and positive reinforcement
Coaching models for managers
Listening, questioning and handling emotions
Role plays: feedback and coaching

Managing Underperformance and Negative Attitudes

Diagnosing ability, motivation and environment causes
Early informal intervention
Difficult conversations and conflict
Performance improvement plans
Documentation, fairness and HR policy
When to escalate to formal procedures

Building a Fair Performance System and Culture

Rating scales and common rating errors
Calibration meetings and bias reduction
Linking performance to development and reward
Using performance data and people analytics responsibly
Well-being and its effect on performance
Manager capability and accountability
Action plan for your team

Competencies

Analysis of workplace behaviour and attitudes

Objective setting and behavioural indicators

Performance evidence collection

Structured feedback delivery

Coaching conversations

Diagnosis of underperformance causes

Performance improvement planning

Rating calibration and bias reduction

Recognition and reinforcement practices

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