Formation à la gestion de la performance du personnel et au coaching à Francfort

Présentation du programme

Performance management is the routine that links an organisation’s plan to the daily work of its people: agreeing objectives, checking progress, giving feedback, recognising results and dealing early with gaps. When it does not, annual appraisals become a box-ticking exercise in which almost everyone receives the same rating.

The evidence on this point is consistent. The OECD’s Government at a Glance 2025 reports that 28 of 35 member countries with data now require formal performance assessments for all or most central government staff, and 26 of 35 use one-to-one meetings with a line manager at least once a year. Yet only 4 of 35 use 360-degree feedback regularly, which shows how much of the system still rests on the skills of individual supervisors.

Large surveys of civil servants point the same way. Research by World Bank and academic teams covering 23,000 public servants in ten countries found that appraisals improved perceived performance only where staff were assessed against objectives agreed in advance and where results genuinely mattered for promotion or pay; poorly run appraisals had the opposite effect. Reform programmes now reflect this. The World Bank’s Philippines Civil Service Modernization Project (P180649, US$67.34 million, approved in 2025) combines a government-wide HR and payroll information system with a competency-based approach to performance management and a certification system for HR officers.

Workforce Performance Management and Coaching Training in Frankfurt is a five-day programme for managers, HR teams and project leaders who want a practical system they can run, not only a policy document. It covers the full cycle: strategic alignment and KPI design, objective setting, evidence-based appraisal, rating calibration, performance improvement plans, coaching with the GROW model and reporting human capital data in line with ISO 30414:2025.

Frankfurt offers a useful backdrop. Germany’s public sector collective agreement (TVöD) has run performance-related pay for municipal employees since 2007, and the debate over its design and its optional use at federal level since 2014 gives participants a real example of the trade-offs between incentives, fairness and administrative effort.

Le programme renforce les capacités institutionnelles en matière de

• Linking strategic plans and results frameworks to unit and individual objectives
• Designing balanced scorecards and KPI sets for ministries, agencies and projects
• Writing SMART objectives for policy, service delivery and support roles
• Running the annual performance cycle with clear roles for managers and HR
• Collecting performance evidence and keeping fair, defensible records
• Applying rating scales consistently and running calibration sessions
• Reducing rating inflation, central tendency and other common biases
• Managing underperformance through structured improvement plans
• Coaching staff with the GROW model and similar conversation frameworks
• Giving and receiving constructive feedback in a professional setting
• Linking performance outcomes to recognition, development and progression
• Assessing the risks and benefits of performance-related pay
• Using HR information systems to track objectives, reviews and outcomes
• Reporting workforce metrics in line with ISO 30414:2025

The programme is built around real reforms and current standards, so participants leave with a design they can adapt to their own legal framework, grading structure and organisational culture.

The Growing Importance of Workforce Performance Management and Coaching

Governments and companies are asking more of their workforce while budgets stay tight. Public employers in particular need to show taxpayers and financiers that staff time produces results. In Germany alone, the Federal Statistical Office reports around 5.4 million people working in the public service in mid-2024, close to 12% of all employed persons, which shows the scale at which management practice affects service quality.

Standards and reforms are also moving. ISO 30414, the international standard for human capital reporting, was reissued in August 2025 with 14 required baseline metrics and auditable requirements, including disclosures on productivity and workforce well-being. Development partners are investing in HR information systems in Cambodia, the Philippines, The Gambia and elsewhere, and these systems only add value if managers set good objectives and record honest assessments. National frameworks such as the UAE’s 2020 Cabinet Resolution adopting a performance management system for federal employees and Kenya’s Public Service Commission performance management regulations of 2021 show how governments are formalising the cycle in law.

Les organisations ont de plus en plus besoin de professionnels capables de :

• Translating strategy and results frameworks into measurable individual objectives
• Choosing a small number of relevant KPIs rather than long lists of activities
• Running regular performance conversations instead of a single annual event
• Calibrating ratings across units so that standards are comparable
• Recognising and correcting bias in appraisal decisions
• Coaching staff to solve problems and take ownership of results
• Designing improvement plans with clear milestones and support
• Using HRMIS data to monitor completion and quality of reviews
• Reporting workforce indicators to boards, ministries and financiers
• Judging when financial incentives help and when they distort behaviour

Strong workforce performance management systems help organisations:

• Deliver strategic priorities and project results on time
• Make fair, transparent decisions on recognition and progression
• Identify skills gaps early and target training budgets
• Retain high performers and support those who are struggling
• Improve accountability without creating a culture of fear
• Produce credible workforce data for planning and reporting
• Meet the expectations of financiers and oversight bodies
• Build a management culture based on regular feedback

This programme treats performance management as a management discipline supported by HR, not an annual form.

Who Should Attend This Workforce Performance Management Training?

Ce programme s'adresse à :

• Directors and heads of department in ministries and public agencies
• Human resource directors, managers and business partners
• Performance management and organisational development officers
• Personnel des commissions de la fonction publique et des ministères de la fonction publique
• Project directors and managers in project implementation units
• Team leaders and line managers at junior, middle and senior levels
• Monitoring and evaluation specialists linking results to staff objectives
• Strategy and planning unit staff
• Training and capacity development coordinators
• HRMIS administrators and HR analytics staff
• Managers in NGOs and international organisations
• Professionals preparing for coaching or mentoring roles

Teams of a director, an HR officer and a line manager from one institution gain most, as they can redesign their cycle together.

Workforce Performance Management Training Objectives

Upon successful completion of this Workforce Performance Management Training, participants will be able to:

• Explain the purpose of performance management for the organisation and for employees
• Link corporate or sector strategy to unit and individual objectives
• Build a balanced scorecard and select relevant KPIs
• Write SMART objectives for different types of roles
• Plan and run each stage of the annual performance cycle
• Gather and record evidence that supports fair ratings
• Apply rating scales consistently and lead a calibration meeting
• Compare forced distribution, expected distribution and absolute rating approaches
• Design a performance improvement plan for an underperforming employee
• Lead coaching conversations using the GROW model
• Give and receive constructive feedback using recognised models
• Prepare a personal development plan linked to competencies
• Select workforce metrics consistent with ISO 30414:2025

Each objective produces a practical output: templates, a draft scorecard and a coaching plan.

Contenu et structure du programme

Workforce Performance Management Training Methodology

The methodology encourages full participation. Facilitators introduce a concept briefly, show how it has been applied in a real reform or organisation, and then ask participants to test it on their own material.

Le programme associe :

• Short expert inputs on frameworks and evidence
• Case studies drawn from public sector and project reforms
• Work on participants’ own objectives, scorecards and appraisal forms
• Group exercises in objective setting and KPI design
• Calibration simulations with anonymised appraisal files
• Role-plays of review meetings and difficult conversations
• Coaching practice in trios with observer feedback
• Diagnostic self-assessment of the current system
• Daily reflection logs on what will transfer to the workplace
• Individual implementation planning with facilitator support

Each day ends with participants recording what they learned and how they will apply it. Before the programme, institutions can use the free Training Needs Assessment to identify priority skills among their managers.

Résultats attendus

Upon completion of this Workforce Performance Management Training, participants will be able to:

• Present a clear line of sight from strategy to individual objectives
• Use a draft balanced scorecard for their unit or project
• Write and review SMART objectives with their staff
• Run check-ins and appraisals based on recorded evidence
• Lead calibration discussions that produce consistent ratings
• Manage underperformance through a fair, documented plan
• Hold structured coaching conversations using GROW
• Give feedback that is specific, timely and constructive
• Propose workforce metrics for management and external reporting
• Advise leadership on the benefits and risks of performance pay

These outcomes move appraisal from compliance towards better results and development.

Institutional Application of Workforce Performance Management Training

Ce programme aide les organisations à renforcer :

• Performance management policies and procedures
• Alignment between strategic plans and staff objectives
• Scorecards and KPI frameworks
• Appraisal forms, rating scales and guidance notes
• Calibration and moderation processes
• Underperformance and grievance procedures
• Coaching and mentoring practice among managers
• Training needs analysis linked to appraisal results
• HRMIS performance modules and data quality
• Human capital reporting to boards and ministries

Les participants repartent avec des outils pratiques pour améliorer :

• Objective-setting templates and SMART checklists
• A balanced scorecard template
• A check-in and review meeting guide
• A calibration meeting protocol
• A performance improvement plan template
• A GROW coaching question bank
• A personal development plan template
• A workforce metrics shortlist aligned with ISO 30414

Institutions that want to review the wider HR function can combine the programme with the free Institutional Capacity Assessment, and teams linking staff objectives to project results frameworks can use the M&E and MEAL Assessment.

Pertinence régionale & mise en application

Europe

European administrations are refining rather than introducing appraisal. Germany’s experience with optional performance pay at federal level and a 2% pay pool for municipal employees, and World Bank advisory work on performance management tools for Romania’s public administration funded through EU reimbursable advisory services, give participants contrasting models.

Afrique

Several African governments link institutional and individual performance through contracts. Rwanda’s imihigo system has been reviewed with advice to hold staff to outcomes they can control and to reduce grade inflation, while Kenya has issued Public Service Commission regulations on performance management. HRMIS strategies supported by the World Bank, for example in The Gambia, create the data platforms these systems need.

Moyen-Orient

Gulf governments have codified performance management in regulation. The UAE adopted a performance management system for federal government employees by Cabinet Resolution No. 35 of 2020, and participants from the region can compare that design with European practice.

Asie

In Asia, reforms are tying performance management to digital HR systems. The Philippines Civil Service Modernization Project supports a competency-based approach to performance management together with an integrated HRMIS, and Cambodia’s Ministry of Civil Service is following a World Bank-supported roadmap to modernise the HR records of more than 280,000 civil servants.

Across regions the shared challenge is making appraisal a credible management tool; participants compare designs and choose what fits their context.

Profil du pays d'accueil – Allemagne

Frankfurt am Main is Germany’s main financial centre and one of Europe’s best-connected cities, with a large international airport and fast rail links across the country. It hosts the European Central Bank and was chosen in 2024 as the seat of the new EU Anti-Money Laundering Authority, giving the city a strong concentration of regulators, banks and international employers with mature HR practice.

Germany is a useful benchmark for workforce performance management because of its social partnership model. Performance pay in the public sector is agreed in collective agreements: under the TVöD, a performance pay pool began in 2007 at 1% of the previous year’s monthly pay, rose to 2% for municipal employers from 2013, and became optional for the federal government from 2014. Since 2020, local agreements may redirect the budget to alternative incentive systems. Works councils and staff councils take part in designing appraisal schemes, which shows participants how to build systems that staff accept.

Germany is part of the Schengen area. Many participants will need a short-stay Schengen visa, which should be requested well in advance from the German mission responsible for their country of residence. Risalat provides invitation letters and visa guidance after registration. The city centre is compact and well served by public transport.

Workforce Performance Management Training Deliverables

Chaque participant reçoit un ensemble complet de ressources avant, pendant et après le programme.

Avant le programme

• Pré-évaluation des participants
• Performance Management Readiness Assessment
• Performance Management Resource Pack
• Lectures préparatoires
• Aide et conseils gratuits pour le visa
• Accueil à l'aéroport & assistance à l'arrivée
• Hébergement avec petit-déjeuner
• Dîner de bienvenue et de réseautage

Pendant le programme

• Kit de formation Risalat (sac, gourde, mug, t-shirt, casquette, protège-passeport, stylos, carnet, magnet & porte-clés)
• Comprehensive Workforce Performance Management Training Manual
• Balanced Scorecard and KPI Template
• SMART Objective-Setting Checklist
• Calibration Meeting Protocol
• Performance Improvement Plan Template
• GROW Coaching Question Bank
• Ateliers pratiques & simulations
• Discussions de groupe & apprentissage entre pairs
• Déjeuner et pauses-café quotidiens
• Accès complet aux installations du lieu de formation
• Mini tablette avec supports pédagogiques numériques
• Visite de terrain (le cas échéant)
• Visite récréative de la ville

Après le programme

• Certificat de participation
• Distinction Risalat de participation au programme
• Documents de référence après la formation
• Modèle de plan de développement personnel
• Individual Implementation Plan
• Accompagnement après la formation & conseils de suivi
• Rapport du programme

Ministries, agencies, project units and companies can request a tailored in-house version of this programme built around their own appraisal rules, competency framework and HR system. Request a proposal and our team will respond with a design and quotation.

Common Challenges in Workforce Performance Management, And How This Training Helps

How can managers link individual objectives to the organisation’s strategy?

Many objectives describe activities rather than results. The First Day mapping workshop traces strategic objectives down to individual roles, and the Second Day scorecard exercise turns them into measurable targets.

How can we stop almost everyone being rated outstanding?

Rating inflation undermines trust in the whole system. The Third Day covers rating scales, distribution methods and bias, and the calibration case study gives participants a protocol they can use in their own moderation meetings.

How can supervisors handle underperformance without conflict?

Managers often delay difficult conversations until problems escalate. The Fourth Day sets out how to diagnose causes, document fairly and agree a performance improvement plan, with role-play practice.

How can appraisal become a regular conversation rather than an annual form?

OECD data show one-to-one meetings are common, but quality varies. The Third Day introduces check-ins and evidence logs, and the Fifth Day builds coaching skills so that conversations happen throughout the year.

How can we decide whether performance-related pay is right for us?

Evidence shows incentives help only when objectives are clear and results are credible. The Fourth Day examines Germany’s TVöD model and other designs so participants can weigh costs, risks and alternatives.

How can HR systems and data support better performance management?

An HRMIS stores data but cannot fix weak objectives. The Second and Fourth Days show how to record objectives and outcomes and select workforce metrics consistent with ISO 30414:2025.

How can managers become effective coaches?

Coaching is a skill that improves with practice. The Fifth Day capstone gives every participant repeated GROW practice with structured observer feedback and a plan for using coaching in routine supervision.

Questions fréquentes

Who is this workforce performance management training for?

It is designed for HR managers, line managers, directors, project managers, M&E specialists and civil service commission staff who set objectives, appraise staff or design performance systems.

Does the programme cover coaching skills?

Yes. The final day is dedicated to coaching and feedback, with repeated practice using the GROW model and observer feedback, followed by an individual implementation plan.

Will we study performance-related pay?

Yes. The fourth day reviews the evidence on financial incentives and uses Germany's TVöD performance pay arrangements as a case example, alongside non-financial recognition.

Is the content relevant to public sector organisations outside Europe?

Yes. Case material includes civil service reforms in the Philippines, Rwanda, Kenya, the UAE and Cambodia, and participants adapt tools to their own legal framework.

Ce programme peut-il être dispensé en intra ?

Yes. Risalat can tailor the programme to your appraisal rules, competency framework and HR system and deliver it at your premises or another venue.

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