Collinson Grant

Performance management

Managerial and professional effectiveness

People who manage others are accountable for their performance. The starting point is the business plan, which sets accountabilities from the boardroom down.

We work with many organisations:

helping new management teams to bed in quickly and develop strong working relationships
preparing mission statements, values and goals
coaching managers, individually and in groups
advising on problems with performance, capability or conduct.

Appraising performance and competence

Appraisal should be a continuous process. A review provides the opportunity:

to recognise achievement
to review the 'environment' (competence, motivation etc)
to plan training, development and succession
to reset objectives.

Sometimes the process becomes more important than the output. We help to design and implement systems that enable objective and consistent measurement

Personal and team development

An organisation’s 'human capital', like its plant and equipment, requires regular maintenance and upgrading.

The initial step may be an 'audit', comparing current capabilities with future needs. From this, we develop personal and team plans to reinforce current skills and acquire new ones. Career and succession plans for the organisation can then be consolidated.

Assessments of personality, aptitude and ability

Psychometric assessment can be a useful tool to help recognise aptitudes and working styles. We use psychometric and other assessment techniques:

for selection
for personal development
for team-building
tfor succession planning.

Managing absence

Absenteeism is a key performance measure for any organisation. But often the symptoms receive more attention than the causes.

We help managers:

to develop clear procedures for managing absence
to establish robust systems for collecting data
to understand the legal context and their own responsibilities.