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Performance Review, KPI & PIP for Managers

Performance management fails in two predictable places. The KPIs are written so loosely that nobody can say at year end whether they were met, and the underperformance conversation is avoided until the manager wants the person gone immediately. This two-day programme fixes both. Day one covers goal and KPI design and the review conversation itself. Day two covers underperformance: the difficult conversation, the improvement plan, and the documentation an Industrial Court would examine if the plan ends in dismissal.

Programme Agenda

What Performance Management Is Actually For
Separating the four things a single appraisal form is usually asked to do at once: development, pay, promotion and evidence for exit. Why a system that mixes all four badly ends up trusted for none of them.

Writing Goals and KPIs That Can Be Measured
Moving from activity descriptions to outcomes. Leading and lagging indicators, targets with a defined data source and measurement date, and cascading department objectives to individuals without turning them into busywork. Where OKRs fit and where they do not.

KPI Clinic: Rewriting Your Own
Participants bring real KPIs from their own teams and rewrite them against the criteria from the previous session. Group review of the rewrites, focusing on measurability and on whether the person can genuinely influence the number.

Continuous Feedback and the Mid-Year Check
Why the annual review carries surprises when nothing was said for eleven months. Short structured check-ins, feedback frameworks that separate observation from judgement, and recording feedback as it happens rather than reconstructing it later.

Running the Appraisal Conversation
Preparation and evidence gathering, opening the conversation, self-assessment, handling disagreement over a rating, and closing with agreed actions. Practice on the three hardest cases: the solid performer who expected more, the overrater, and the quiet high performer.

Ratings, Calibration and Forced Distribution
Rating scale design, the drift toward the middle, and running a calibration session that surfaces inconsistency between managers instead of averaging it away. What forced distribution does to teams, and how to use it carefully if your organisation requires it.

Diagnosing Underperformance Before Acting
Distinguishing will from skill from situation. Ruling out unclear expectations, missing tools, a mismatch of role and strengths, and personal circumstances before treating a performance issue as an attitude issue.

The Difficult Conversation
Opening a conversation the employee will not want to have, being specific about the gap without attacking the person, staying with the discomfort, handling defensiveness or tears, and reaching an agreed plan. Role-played and observed.

Building a PIP That Holds Up
The elements of a defensible performance improvement plan: the specific gap, measurable targets, the support the employer commits to provide, review dates, and stated consequences. Realistic timelines, and closing the plan properly whether the employee recovers or not.

Performance, Documentation and Dismissal Risk
Why poor performance is a separate route from misconduct in Malaysia, what the employer must show to dismiss for performance, and the record an Industrial Court expects. Where PIPs are exposed as paper exercises run to justify a decision already taken.

Learning Outcomes:
Rewrite vague KPIs into measurable outcomes with a defined data source
Cascade department objectives to individual goals people can influence
Run structured check-ins so the annual review holds no surprises
Conduct an appraisal conversation, including a disputed rating
Facilitate a calibration session that exposes inconsistent rating
Diagnose whether underperformance is will, skill or situation
Hold a difficult performance conversation and reach an agreed plan
Build and close a PIP that would survive industrial relations scrutiny

Duration: 2 Days (16 Hours)
Training Hours: 9:00 AM to 5:00 PM
Level: Beginner to Intermediate
Training Mode: Physical, Online, or Hybrid
HRD Corp SBL-KHAS Claimable
Certificate of Completion included

Frequently Asked Questions

Line managers and team leads who conduct appraisals, department heads, HR business partners, and HR managers redesigning a performance system. Managers and HR attending together produces better calibration afterwards.

Yes. A full session is a clinic where participants rewrite real KPIs from their own teams and have them reviewed by the group. It is usually the part that changes practice most immediately.

Yes, in the final module. It covers why poor performance is a separate route from misconduct in Malaysia, what an employer must show to dismiss on performance grounds, and the documentation an Industrial Court would expect. For the full range of dismissal grounds, see our termination and dismissal programme.

The KPI and appraisal content can be compressed into one day. The underperformance, difficult conversation and PIP content needs the second day because it is built on role-play and observed practice, which does not compress well.

Yes. Participants receive a KPI worksheet, a check-in format, an appraisal preparation guide, a calibration agenda, and a performance improvement plan template. These are starting points to adapt to your organisation and confirm with your own legal adviser.

Yes. Any programme can be booked as a team day. Everyone works the same brief together, so your people come away having built something and knowing each other better.

If you are claiming under HRD Corp, the session has to fall at least 14 days after your HRD Corp approval. If you are not claiming, the date is flexible and we work around your calendar.

Put them on the self-paced e-learning instead. Your team works through the modules on our LMS in their own time, sits the assessment, and earns the same certificate, so nobody has to clear a full day together.