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Strategic Performance Measurement And Appraisal
WHAT YOU WILL LEARN
Developing the right performance measurements is the foundation towards organizational effectiveness, and yet, it is still a big challenge for most organizations. The right performance measurements setting ascertains the correct selection and deployment of performance indicators, which is essential to ensure that all resources and effort are focused on achieving business strategy. This workshop offers you the insightful approach and practical guide to make performance measurements setting a winning initiative.
• Senior Executives
• Senior Managers
This stimulating program will maximize understanding and learning through lecture, video clip presentation, interactive group discussions role-playing, personal reflection canvas traffic jam activity, demo coaching live coaching session zoom activity
Upon completion of this program, participants will be able to:
• Explain the importance of measuring and appraising workforce performance,
• Describe the FOUR (4) key performance perspectives as of the Balanced Scorecard,
• Translate workforce key performance areas into key performance indicators,
• Apply a systematically structured method to manage and assess workforce performance measurement.
• The definition of performance measurement and appraisal
• Introduction to the framework of Balanced Scorecard and its importance
• The FOUR (4) performance perspectives of Balanced Scorecard
o Perspective 1: To succeed financially, how should we appear to our shareholders
o Perspective 2: To be a preferred product/ service provider, how should we appear to our customers
o Perspective 3: To satisfy our customers and shareholders, what business processes should we excel at
o Perspective 4: To excel in our processes, what should be do to build our ability
• Establish Key Performance Areas (KPA) in the context of
o Financial Target Achievement
o Customer’s Requirements/ Satisfaction Assurance
o Internal Process Improvement Initiatives
o Human Capital or Talent Development
• Set Key Performance Indicators (KPI) for the above FOUR (4) key performance areas
o The financial scorecard
o The customer scorecard
o The internal process scorecard
o The learning & development scorecard
o Measure workforce performance (Quantitative Perspective)
• How to initiate?
• How to execute?
• How to record?
Dr. Teoh Chen Ning
With his previous attachment as a Learning Advisor in Resorts World Berhad (Genting) and current attachment to the Management & Science University as a Doctoral Scholastic Researcher, he has vast management knowledge, particularly in the area of Strategic Organisational Development and strong capabilities in Competency Workplace Training, both in the service and manufacturing industries. With this, he has extensively involved in the development and delivery of workplace training for numerous turnkey initiatives, especially on the continuous improvement programmes towards achievement of service and product quality requirements of Multi-National Corporations like Philip Morris International, Daikin, Globetronics, NXP, Epson, F&N, ON Semiconductor, Kansai Paint, Intel, Hextar Bank of China, Ambank, Asian Banking Schools, OSK Group, ZTE, DIGI, XOX, ShinYang Group, PLUS, UEM, BPPA, Stamford Tyres, AEON, Taylor's University and Handal Indah (Causeway Link) to name a few. Through his deep enthusiasm in adult learning, he has also successfully demonstrated his capability and passion in developing and delivering various soft skills trainings, through his state-of-the-art experiential learning approach to embed learners to 'SEE' and 'THINK' in various perspectives, while 'LISTEN' to diverse thoughts, in order to establish the 'FEEL' to adopt and put learning into practice.. Dr Teoh is highly sought after, due to his well-known strategic facilitation of organizational development initiatives, from the establishment of organizational vision, missions & values to strategy mapping and performance management, plus implementation of change initiatives towards continuous improvement. Throughout his years in training & consulting field, he has proven track records in managing organizational development initiatives in corporations like Handal Indah (Malaysian public transportation, ancillary, transportation control system, petrol kiosk and printing group of companies), EEW (German oil & gas steel-based company), Epson (Japanese electronics company), Hextar Groups of Companies (Malaysian chemical based corporation), NGC (Oman oil & gas company) and Kajang Rocks (Malaysia quary based company) to name a few. Read More