Day 1: Performance System and Employee Experience

The Human Value Chain

• Connect employee contribution with enterprise outcomes
• Identify moments shaping the performance experience
• Expose speed and quality tradeoffs
• Map performance experience for one role

Drivers of Engagement

• Analyze meaning autonomy recognition and growth
• Separate temporary satisfaction from sustained commitment
• Identify driver differences across employee segments
• Form testable hypotheses about engagement

Applied Current-State Diagnosis

• Review policy alongside actual manager practice
• Combine related performance and experience indicators
• Locate trust gaps within current system
• Configure cause map for one problem

Day 2: Goals, Expectations, and Dialogue Rhythm

Individual Outcome Design

• Translate priorities into results creating value
• Specify measurable quality and timing standards
• Balance quantitative outcomes with behavioral contribution
• Review goals and improve role alignment

Managing Mutual Expectations

• Clarify support managers provide to employees
• Agree resources constraints and likely obstacles
• Define decision authority and escalation points
• Conduct an opening performance cycle conversation

Continuous Short Conversations

• Separate everyday follow-up from annual evaluation
• Explore questions exposing progress and constraints
• Record review decisions without added bureaucracy
• Configure a dialogue calendar for teams

Day 3: Manager Enablement and Engagement

Climate Supporting Achievement

• Create safety for surfacing operational problems
• Tie recognition to specific meaningful contribution
• Grant autonomy matching individual readiness
• Analyze manager behavior reducing team engagement

Feedback and Development

• Choose timing that improves feedback receptivity
• Balance candor with respect for individuals
• Turn observations into meaningful development experiments
• Enact coaching after a performance setback

Wellbeing and Sustainable Performance

• Distinguish productive pressure from chronic depletion
• Review workload and early exhaustion signals
• Negotiate resolution of competing priority demands
• Design support protecting delivery and people

Day 4: Performance Recovery, Fairness, and Employee Voice

Diagnosing Team Underperformance

• Separate capability gaps from motivation concerns
• Examine goals resources support and environment
• Gather documented examples beyond personal impressions
• Choose interventions addressing the actual cause

Fair Performance Decisions

• Apply consistent standards across different cases
• Detect bias in opportunity and visibility
• Explain decision rationale with professional respect
• Calibrate two cases across separate managers

Applied Organizational Listening

• Choose channels suited to issue sensitivity
• Analyze comments while protecting employee confidentiality
• Close feedback loops through decisions
• Convert survey findings into improvement priorities

Day 5: Performance and Engagement Improvement Lab

Selecting a Consequential Issue

• Integrate result data with employee experience
• Identify the segment and moment affected
• Define a measurable improvement outcome
• Validate causes with people experiencing them

Designing the Intervention Package

• Align practice, policy, and enabling tools
• Allocate manager employee and HR responsibilities
• Select balanced leading and outcome measures
• Test interventions against a difficult scenario

Experience and Performance Review Board

• Present diagnosis and solution to reviewers
• Defend alignment with organizational results
• Address objections concerning fairness and feasibility
• Approve implementation and periodic review plans

• Integrated analysis of performance and employee experience journeys
• Simulated goal, coaching, and recovery conversations
• Interpretation of employee voice and result indicators
• A design lab presenting interventions to reviewers