Manage Performance Before It Becomes a Formal Problem.
Practical performance management training for managers who need to set clear expectations, recognise good work, address gaps early and follow through consistently.
Tailored to your leadership levels, workplace situations and approved performance processes. Delivered Australia-wide.
Performance Is Managed in the Work, Not Saved for the Review
Performance management is the everyday work of making expectations clear, noticing what is happening and responding early. This program helps managers replace vague annual-review language with consistent conversations and follow-through.
Expectations
Applied to real workplace situations.
Evidence
Applied to real workplace situations.
Feedback
Applied to real workplace situations.
Support
Applied to real workplace situations.
Accountability
Applied to real workplace situations.
Review
Applied to real workplace situations.
The Management Rhythm
Direction
Strong performance management connects direction, observation, feedback, support, accountability and review. No single conversation carries the whole load.
Observation
Participants examine why it matters using relevant workplace situations and clear behavioural criteria.
Conversation
Participants examine what to notice using relevant workplace situations and clear behavioural criteria.
Set Expectations People Can Act On
Outcome
Managers learn to translate broad priorities into observable outcomes, standards, responsibilities and timeframes.
Standard
Participants examine why it matters using relevant workplace situations and clear behavioural criteria.
Responsibility
Participants examine what to notice using relevant workplace situations and clear behavioural criteria.
Timeframe
Participants examine questions to ask using relevant workplace situations and clear behavioural criteria.
Evidence
Participants examine what to practise using relevant workplace situations and clear behavioural criteria.
Participants examine manager responsibility using relevant workplace situations and clear behavioural criteria.
Observe Work Without Micromanaging
Useful observation is evidence-based and proportionate. It focuses on agreed work, not personality, rumour or constant surveillance.
Work output
Participants examine why it matters using relevant workplace situations and clear behavioural criteria.
Agreed behaviour
Participants examine what to notice using relevant workplace situations and clear behavioural criteria.
Customer impact
Participants examine questions to ask using relevant workplace situations and clear behavioural criteria.
Questions to ask
Participants examine what to practise using relevant workplace situations and clear behavioural criteria.
What to practise
Participants examine manager responsibility using relevant workplace situations and clear behavioural criteria.
Manager responsibility
Participants examine team responsibility using relevant workplace situations and clear behavioural criteria.
Team responsibility
Participants examine organisation responsibility using relevant workplace situations and clear behavioural criteria.
Organisation responsibility
Participants examine application at work using relevant workplace situations and clear behavioural criteria.
Application at work
Participants examine the next step using relevant workplace situations and clear behavioural criteria.
The next step
Participants examine what this means using relevant workplace situations and clear behavioural criteria.
Feedback That Is Specific and Usable
Feedback should describe the situation, the observable behaviour or output, its impact, and the next expected action.
Situation
Participants examine why it matters using relevant workplace situations and clear behavioural criteria.
Observation
Participants examine what to notice using relevant workplace situations and clear behavioural criteria.
Impact
Participants examine questions to ask using relevant workplace situations and clear behavioural criteria.
Participants examine what to practise using relevant workplace situations and clear behavioural criteria.
A Practical Framework
WeTrain can tailor a five-stage cycle managers can use before, during and after performance conversations.
What this means
Participants examine why it matters using relevant workplace situations and clear behavioural criteria.
Why it matters
Participants examine what to notice using relevant workplace situations and clear behavioural criteria.
What to notice
Participants examine questions to ask using relevant workplace situations and clear behavioural criteria.
Participants examine what to practise using relevant workplace situations and clear behavioural criteria.
The ALIGN Performance Cycle
ALIGN gives managers a repeatable structure: Agree, Look, Investigate, Guide and Next review.
Practise the Conversations Managers Avoid
Participants practise expectation-setting, course correction, recognition, support conversations and firmer accountability discussions.
Set expectations
Participants examine why it matters using relevant workplace situations and clear behavioural criteria.
Recognise good work
Participants examine what to notice using relevant workplace situations and clear behavioural criteria.
Course correct
Participants examine questions to ask using relevant workplace situations and clear behavioural criteria.
Address a repeated gap
Participants examine what to practise using relevant workplace situations and clear behavioural criteria.
Diagnose Before You Prescribe
A gap may relate to clarity, capability, resources, confidence, workload, motivation, conduct or factors outside the manager’s knowledge. Diagnosis precedes response.
Clarity
Participants examine why it matters using relevant workplace situations and clear behavioural criteria.
Capability
Participants examine what to notice using relevant workplace situations and clear behavioural criteria.
Resources
Participants examine questions to ask using relevant workplace situations and clear behavioural criteria.
Workload
Participants examine what to practise using relevant workplace situations and clear behavioural criteria.
Confidence
Participants examine manager responsibility using relevant workplace situations and clear behavioural criteria.
Conduct
Participants examine team responsibility using relevant workplace situations and clear behavioural criteria.
Participants examine organisation responsibility using relevant workplace situations and clear behavioural criteria.
When Performance Changes
Managers learn to distinguish supportive coaching from clear accountability and to involve HR when policy, risk or formal action requires it.
Support
Participants examine why it matters using relevant workplace situations and clear behavioural criteria.
Accountability
Participants examine what to notice using relevant workplace situations and clear behavioural criteria.
Participants examine questions to ask using relevant workplace situations and clear behavioural criteria.
Keep Notes That Support Clarity
Accurate, factual notes protect clarity. The workshop can align practice with the organisation’s approved systems and policy.
Facts
Participants examine why it matters using relevant workplace situations and clear behavioural criteria.
Agreements
Participants examine what to notice using relevant workplace situations and clear behavioural criteria.
Actions
Participants examine questions to ask using relevant workplace situations and clear behavioural criteria.
Dates
Participants examine what to practise using relevant workplace situations and clear behavioural criteria.
Review point
Participants examine manager responsibility using relevant workplace situations and clear behavioural criteria.
Participants examine team responsibility using relevant workplace situations and clear behavioural criteria.
For People Leaders
People leaders need a shared language without being forced into robotic scripts.
Rehearse, Receive Feedback, Repeat
Practice makes the difficult conversation more usable: prepare, deliver, receive feedback, revise and try again.
What this means
Participants examine why it matters using relevant workplace situations and clear behavioural criteria.
Why it matters
Participants examine what to notice using relevant workplace situations and clear behavioural criteria.
What to notice
Participants examine questions to ask using relevant workplace situations and clear behavioural criteria.
Questions to ask
Participants examine what to practise using relevant workplace situations and clear behavioural criteria.
What to practise
Participants examine manager responsibility using relevant workplace situations and clear behavioural criteria.
Manager responsibility
Participants examine team responsibility using relevant workplace situations and clear behavioural criteria.
Separate Capability, Conduct and Capacity
This is management capability training, not legal advice or a substitute for HR procedures, industrial instruments or formal performance processes.
Choose the Right Development Format
A focused workshop can establish the core cycle. Multi-session development supports application, manager reflection and reinforcement.
From Expectation to Follow-Through
Participants take a current management situation from expectation through evidence, conversation, action and review.
1. Agree
Participants examine why it matters using relevant workplace situations and clear behavioural criteria.
2. Observe
Participants examine what to notice using relevant workplace situations and clear behavioural criteria.
Participants examine questions to ask using relevant workplace situations and clear behavioural criteria.
Who Should Attend?
Designed for supervisors, team leaders, frontline managers, middle managers and leaders who manage other managers.
Supervisors
Participants examine why it matters using relevant workplace situations and clear behavioural criteria.
Team leaders
Participants examine what to notice using relevant workplace situations and clear behavioural criteria.
Managers
Participants examine questions to ask using relevant workplace situations and clear behavioural criteria.
Senior leaders
Participants examine what to practise using relevant workplace situations and clear behavioural criteria.
Project leaders
Participants examine manager responsibility using relevant workplace situations and clear behavioural criteria.
Technical leaders
Participants examine team responsibility using relevant workplace situations and clear behavioural criteria.
Participants examine organisation responsibility using relevant workplace situations and clear behavioural criteria.
Practical Manager Development
What this means
The learning uses realistic work, clear behavioural criteria and facilitated practice.
Why it matters
Participants examine why it matters using relevant workplace situations and clear behavioural criteria.
What to notice
Participants examine what to notice using relevant workplace situations and clear behavioural criteria.
Questions to ask
Participants examine questions to ask using relevant workplace situations and clear behavioural criteria.
What to practise
Participants examine what to practise using relevant workplace situations and clear behavioural criteria.
Manager responsibility
Participants examine manager responsibility using relevant workplace situations and clear behavioural criteria.
Team responsibility
Participants examine team responsibility using relevant workplace situations and clear behavioural criteria.
Organisation responsibility
Participants examine organisation responsibility using relevant workplace situations and clear behavioural criteria.
Tailored to Your Policies and Roles
What this means
Scoping can incorporate role levels, current frameworks, terminology, documentation, workforce context and HR escalation points.
Participants examine why it matters using relevant workplace situations and clear behavioural criteria.
Participants examine what to notice using relevant workplace situations and clear behavioural criteria.
Performance Management Training Across Australia
Available on-site and live online, with options for multiple cohorts and national delivery.
A Workshop Is Not an HR Process
What this means
Training develops manager skill. The organisation remains responsible for employment law, procedural fairness, records, policy and case advice.
Why it matters
Participants examine why it matters using relevant workplace situations and clear behavioural criteria.
What to notice
Participants examine what to notice using relevant workplace situations and clear behavioural criteria.
Questions to ask
Participants examine questions to ask using relevant workplace situations and clear behavioural criteria.
What to practise
Participants examine what to practise using relevant workplace situations and clear behavioural criteria.
Manager responsibility
Participants examine manager responsibility using relevant workplace situations and clear behavioural criteria.
Team responsibility
Participants examine team responsibility using relevant workplace situations and clear behavioural criteria.
Participants examine organisation responsibility using relevant workplace situations and clear behavioural criteria.
What Managers Should Be Better Able to Do
Managers should leave better able to set standards, identify gaps, hold balanced conversations, agree action and follow through.
What the Program Can Cover
Content can include expectations, evidence, feedback, recognition, difficult conversations, support plans, accountability and review.
Manager Tools for the Workplace
Conversation planners, expectation templates, observation prompts and follow-up records can support workplace use.
Participants examine why it matters using relevant workplace situations and clear behavioural criteria.
Participants examine what to notice using relevant workplace situations and clear behavioural criteria.
Participants examine questions to ask using relevant workplace situations and clear behavioural criteria.
Participants examine what to practise using relevant workplace situations and clear behavioural criteria.
Participants examine manager responsibility using relevant workplace situations and clear behavioural criteria.
Why WeTrain
WeTrain brings 27 years of workplace training, specialist trainers and Australia-wide delivery.
RELATED TRAINING
Related Programs and Boundaries
What this means
Why it matters
What to notice
Questions to ask
What to practise
Use Coaching & Mentoring for developmental coaching, Difficult Conversations for broader high-stakes dialogue, and Leadership Training for wider leadership capability.
Audience
Tailored Content
Shaped around your people and workplace.
Specialist Facilitator
Matched to the audience and capability need.
Practical Application
Built around realistic workplace situations.
Australia-Wide Delivery
Available on-site and live online.
Clear Scoping
Audience, outcomes and boundaries agreed first.
Performance Management Training FAQs
Who should attend?
Supervisors, team leaders, managers and leaders who are accountable for other people’s work.
Does this replace our HR process?
No. Training develops manager capability and should align with your organisation’s policies and HR guidance.
Can you use our performance framework?
Yes. Terminology, templates and escalation boundaries can be incorporated after review.
Will managers practise conversations?
Yes. Relevant conversation practice and specific feedback are central to the program.
Can the program cover recognition as well as underperformance?
Yes. Effective performance management includes expectations, reinforcement, recognition, feedback and course correction.
Can you deliver nationally?
Yes. WeTrain can coordinate on-site, live online and multi-cohort delivery across Australia.
Give Managers a Clearer Way to Lead Performance
Tell us which performance conversations, manager behaviours and workplace processes the training needs to strengthen.