Management & Leadership • Performance • ~120 min
Managing Team Performance
The year-end review only totals up what you did, or failed to do, all year.
What you'll get: Most review-meeting arguments are not about what happened but about what counts as meeting the bar — a question that should have been answered in January. This 120-minute course focuses on the other eleven months: three kinds of expectation and how to write each, a three-tier tracking rhythm with two lines of notes a week, diagnosing the three causes of underperformance before intervening, and running a review that holds no surprises.
Who is this course for?
- Line managers who appraise their own people
- Managers with someone underperforming on the team
- HR practitioners designing appraisal systems
- New managers running their first review cycle
After this course, you will
- Write expectations both sides read the same way
- Sustain a tracking rhythm and notes you can use all year
- Diagnose the cause correctly before choosing an intervention
- Run a year-end review with nothing new in it
Course content (4 modules)
Module 1
Setting expectations you can measure
Why most performance arguments start in January, not December.
28 min
Module 2
Continuous tracking instead of one annual event
A check-in rhythm, notes, and spotting problems while they are small.
30 min
Module 3
Handling underperformance
Three causes, three different responses, and a time-bound improvement plan.
32 min
Module 4
The review meeting, and the final test
How to run a year-end review, handling rating distributions, and the final test.
30 min
Certificate in Team Performance Management
Complete all 4 modules and score at least 8/10 on the final test to unlock the certificate — issued by Nhan Ha (Tony), MBA, SHRM-CP via TTD. Download the PDF, print it, and share it on LinkedIn.
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