Managing branch manager performance – from recruitment to appraisal

Overview

Appointing the wrong person for the branch manager job is costly, damaging to the business and demoralising to the branch team. Recruitment mistakes do happen and quite often it does not become apparent until it is too late.

Setting objectives, identifying training requirements, probationary periods, regular reviews, and performance appraisals are all vital ‘tools of management’. Performance management is a crucial part of the area manager role as he or she is accountable for both the performance and the behaviour of branch managers. Many area managers shy away from this responsibility and lose personal credibility with their bosses and their teams because of it.

Training objectives

During this workshop, participants will:
  • Develop interviewing and selection skills sufficiently to minimise the risk of selecting the wrong person
  • Learn about the performance review cycle and its importance in the effective management of people performance
  • Come to understand the importance of setting the appropriate SMART objectives which will be assessed during and on completion of the probationary period
  • Identify and discuss various training methods and opportunities in addition to ‘attending courses’
  • Learn how to conduct a challenging probationary review and take the appropriate action if objectives have not been achieved
  • Discuss and review appraisal principles and processes and conduct an appraisal interview on a ‘challenging’ branch manager

Audience

Soon-to-be-appointed area managers, newly appointed managers, experienced area managers and Training or HR professionals responsible for the development of area managers.

Format

A thoroughly practical, highly participative, one-day workshop.

Special features

As a matter of course, this workshop is tailored to the client’s policies, processes and procedures.

The expert trainer

Tony has been running his very successful consultancy and training organization for more than fifteen years, specialising in retail performance management and management development. Before that he spent fifteen years in various retail operations in senior management roles, including board level. He has a particular expertise in area and branch manager performance. His work focuses on:
  • Succession planning – assessment workshops and support
  • Induction workshops for newly-appointed area managers
  • New area manager development programmes
  • Area manager performance management workshops
  • Refresher workshops for more experienced area managers
  • One-to-one coaching and support on specific objectives / challenges
  • Conference and meeting presentations
  • Supporting Operations Managers / Directors in the management of area manager performance

His client list includes, amongst many others:

Austin Reed • Blackwell’s Bookshops • British Telecom Retail • Burton Group • Cancer Research • Edinburgh Woollen Mills • Vision Express • Alexon • Alliance Unichem International • Barnardo’s • Barratts • DFS Furniture • Gamestation • Holland and Barratt • Matches Fashion • Moss Pharmacy • National/Alamo Car Rentals • One-stop Convenience Stores • Paperchase • Pavers Shoes • PriceLess Shoes • Rayner Opticians • Regis International • Royal Doulton • Southern Co-operatives • Speciality Retail Group • The Entertainer • Waterfields Bakers • Country Casuals • Kookai Fashion • Clarks Shoes • Aptus Personnel • Lyndale Foods • Dunelm Mills • Furniture Village • Moss Bros • Hugo Boss • Clinton Cards

Tony’s workshops get consistently excellent feedback from his clients / participants, eg:

‘Exceeded our expectations.’ Sales Director, Country Casuals

‘The best start they could possibly have.’ Operations Director, Blackwell’s Bookshops

‘At last, a trainer that has earned the right to train in this crucial area.’ Sales Director, Beatties Toys

Course outline

  1. Recruitment and selection
    • What are competencies?
    • Conducting and interviewing professionally
    • What are competencies?
  2. Setting objectives
    • Setting short-term objectives (Probationary)
    • Setting longer-term objectives (Appraisal)
    • Agreeing standards of performance
  3. Training and development style
    • Induction training
    • Training needs analysis
    • Training and development planning
    • Supporting and guidance
  4. Reviewing objectives
    • Probationary periods
    • Extending probationary periods
  5. Appraising performance
    • Reviewing achievements/non-achievements
    • Discussing and identifying development objectives
    • Discussing performance issues
  6. Performance improvement planning
    • Gathering the facts
    • Discussing performance issues
    • Writing performance improvement objectives
  7. Setting personal / development objectives
    • Workshop review
    • Action planning

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