performance management
Be the kind of HR leader who builds an energized and
engaged organization for innovation & growth
Come visit iPEC at booth 231 during the 2014 HRPA Conference
ipeccanada.ca | 1.866.72COACH | 514.453.2642 (Direct)
their feelings and perceptions, while the
instructor establishes rapport and credibility
with the participant.
The instruction can be reinforced using
situational case studies, enabling the
participant to apply the instruction in
realistic workplace scenarios. When training
managers, engage them in an exercise
whereby they are required to develop a
management response to a similar workplace
scenario.
The session should conclude with a
review of the key issues and learning
outcomes and a discussion with the participant
about personal strategies moving
forward, including the development of
a personal action plan. It is important to
identify the risk factors and personal triggers
that may be contributors to inappropriate
conduct, and identify strategies to
avoid inappropriate behaviour when confronted
with similar factors in the future.
TRAINING LOCATION
Generally, it is recommended that the
training take place in a discreet, respectful
and professional environment. It is important
to identify a location that is off-site,
away from the participant’s co-workers
and subordinates.
Larger employers may have training
facilities or meeting rooms available at a
location that is separate from the participant’s
workplace. Otherwise, an off-site facility,
such as a hotel meeting room, is preferable.
Community resources can also be
utilized, such as the public library, municipality
or community centres, which often
offer meeting facilities at reasonable rates.
For remote locations or where circumstances
warrant, instructor-led training
in real time over the internet and/or telephone
could potentially be organized.
FOLLOW-UP
Following the completion of the training
session, the HR professional should
document the training details as part of
the complaint disposition, confirming the
areas of instruction and assessment of the
participant’s performance, along with any
recommendations, if appropriate, for additional
assistance, supports or follow-up.
A copy of the training agenda should accompany
this documentation.
SAMPLE AGENDA:
ONE-TO-ONE REMEDIAL TRAINING
1. Introduction
■■ Ground rules
■■ General discussion of situation
• Why am I here?
2. Video, such as Preventing Workplace Bullying
3. Understanding harassment
■■ Definitions
■■ The law (Human Rights Code, Occupational Health & Safety Act)
■■ Application of the law, terminology, examples
• Welcome vs. unwelcome attention
• Reasonable person test
• Subjective nature test
■■ Review of policy & procedures
■■ Roles & responsibilities
■■ Liability & accountability
■■ Understanding the consequences
4. Case studies – role of the manager
5. Personal conduct techniques
■■ Personal awareness – attitudes and values
■■ Recognizing risk factors and personal triggers
■■ Setting boundaries
■■ Taking control
■■ Dealing with workplace conflict
6. Discussion: moving forward
■■ Tools and resources
■■ Personal action plan
60 ❚ FEBRUARY 2014 ❚ HR PROFESSIONAL