MODULE 1 — The Strategic Logic of Performance Management
Theoretical foundation: Locke & Latham Goal-Setting Theory, Drucker’s MBO approach, the Balanced Scorecard, and the organizational justice literature.) (This section may be covered very briefly, or only the logic of goal setting and the Balanced Scorecard may be emphasized.)
- The difference between performance evaluation and performance management
- Why the annual form-filling approach does not make the system work
- The strategy-goal-behavior-result chain
- The relationship between the performance system and compensation, career, development, and succession decisions
- The fairness and trust dimension of the performance system
Application / Workshop: Participants identify five factors that undermine the performance system in their own organizations and create a problem map.
Module output: Performance system problem map.
MODULE 2 — From Job Description to Performance Output
Theoretical foundation: Job analysis, job descriptions, and the measurable output design approach.
-
A job description is not a static document; it is an input to the performance system
-
Producing measurable outputs from areas of responsibility
-
The difference between activity goals and outcome goals
-
Differentiating expectations at specialist, manager, and director levels
-
The logic of evidence-based goal evaluation
Application / Workshop: Participants establish the job description-responsibility-KPI-goal connection for a selected position. Module output: Job description and performance output matrix.
MODULE 3 — KPI Design and Goal Quality
Theoretical foundation: The SMART goal approach, the distinction between leading and lagging indicators, and performance measurement systems.
-
What is a KPI, and what is not?
-
Leading and lagging indicators
-
Department-based KPI architecture
-
Making non-measurable work measurable
-
KPI manipulation and the risk of setting the wrong goals
Application / Workshop: KPI sets are designed for production, HR, quality, sales, and logistics departments. Module output: Department-based KPI drafts.
MODULE 4 — The OKR Approach and Goal Cascade
Theoretical foundation: OKR methodology, strategic alignment, and agile goal management.
-
The distinction between Objective, Key Result, and Initiative
-
The difference between KPIs and OKRs
-
Moving from corporate OKRs to departmental and individual OKRs
-
The types of organizations in which OKRs work well and those in which they may be challenging
-
OKR check-in cadence and goal transparency
Application / Workshop: Participants write one corporate OKR, one departmental OKR, and one individual OKR. Module output: An OKR cascade example.
MODULE 5 — SID: Continuous Communication Cycle and Two-Month Performance Check-in System
Theoretical foundation: Continuous performance management, continuous dialogue, the SBI feedback model, and psychological safety.
-
Managing performance throughout the year rather than only at the end of the period
-
A two-month goal review cadence
-
A continuous dialogue structure between manager and employee
-
Interim goal revision, obstacle removal, and development tracking
-
Observation-based feedback using the SBI model
-
Turning meeting notes into performance evidence
Application / Workshop: Participants simulate a two-month performance check-in meeting. Goal deviations, resource needs, and development support are discussed through manager, employee, and observer roles.
Module output: SID meeting form, two-month check-in schedule, and feedback guide.
MODULE 6 — Calibration, Fairness, and Bias Management
Theoretical foundation: Rater-bias literature, organizational justice theory, and evidence-based evaluation.
-
What is calibration, and why is it necessary?
-
Halo effect, recency bias, and leniency/severity bias (This should be covered both theoretically and practically.)
-
Calibration meeting flow
-
Defending ratings with evidence and behavioral examples
-
The risks of forced distribution
Application / Workshop: A rating and calibration simulation is conducted using six fictional employee profiles. Module output: Calibration meeting flow and decision matrix.
MODULE 7 — Linking Performance Results to Compensation, Bonuses, Career, and Development
Total rewards and the distinction between performance and potential.
-
Which decisions performance results should be linked to
-
Differentiating between salary increases, bonuses, promotions, development plans, and PIPs
-
The difference between performance and potential
-
The relationship between the 9-Box model and the performance system
-
Communication and appeal mechanisms
Application / Workshop: Compensation, bonus, promotion, development, or PIP decisions are made for five employee profiles. Module output: Performance result-HR decision linkage matrix.
MODULE 8 — Low Performance Management and PIP
Theoretical foundation: Performance improvement plans, employment-law risk, and a fair-process approach.
-
The difference between low performance and behavioral problems
-
When and how should a PIP be implemented?
-
Clarity of goals, duration, support, and outcomes
-
Documentation and legal risks
-
Managerial responsibility and development support
Application / Workshop: A PIP form is prepared for a sample low-performance case. Module output: PIP template and 90-day performance improvement plan.
Real-World Applications and Best-Practice Examples
-
A year-round continuous dialogue approach similar to global practices at Alstom, Toyota, and GE: goals are reviewed at regular intervals rather than only at mid-period.
-
Cascading corporate goals to departments using the Balanced Scorecard logic.
-
Goal transparency and cadence design based on Google and Intel examples in OKR practices, together with adaptation steps for Turkish industries and sectors.
-
Integrating OEE, quality, productivity, and safety KPIs into performance management in manufacturing environments.
-
Sprint-based check-in and feedback cadence in technology teams.
-
Calibration committee practices and bias-reduction methods.