HR TRANSFORMATION · 2 HOURS
Performance and Feedback with AI
Performance and Feedback with AI teaches line managers and HR business partners to use AI only to prepare for a real feedback or performance conversation. You finish with a signed preparation sheet based on what you have seen rather than inferred, so the judgement is clearly your own and the conversation is fairer.
About this course
Managers increasingly ask AI tools to help with feedback and performance reviews, often by pasting in a few notes and asking for a finished paragraph. A model has never seen the person work, so it smooths thin notes into characterisations, causes, and outcomes that the manager never observed, and that can turn an ordinary conversation into a dispute or suggest a formal process has already begun.
This course teaches you to use a model only for preparation, such as a structure, the wording of an open question, or a rehearsal, while keeping every judgement about the person with you. You finish with a signed preparation sheet for one real conversation, built on what you saw rather than what you inferred, with an agreed next step.
What you will take away
- You will be able to sort every task before a conversation into preparation, which a model may help with, and judgement, which stays with you.
- You will be able to separate what you saw, with an action, an occasion, and an effect, from what you inferred, and turn an inference back into evidence or set it aside.
- You will be able to repair a model's draft by removing characterisations, invented causes, and outcome statements such as a hint of further action.
- You will be able to open a conversation with a purpose, two or three pieces of evidence, and an open question, and to name in advance what would change your view.
- You will leave with a signed preparation sheet that records what the model helped with and what is and is not decided.
Who this course is for
- Line managers who hold regular one-to-ones and have a real feedback or performance conversation coming up.
- Managers who write or contribute to performance reviews and want to use an AI tool without letting it write the judgement for them.
- HR business partners who coach managers through difficult conversations and want a clear method to share with them.
- New managers who know their review process in outline and want to prepare fair, evidence-based feedback with confidence.
What you will do
Each lesson teaches one part of the method, works through a realistic example, and ends with a check on a case you have not seen. The course closes with an assessment and then the piece of work you sign.
- 5lessons with a worked example and a check
- 7scenario questions in the course assessment
- Signedthe preparation sheet, with a record anyone can verify
- 2 hoursat your own pace, with progress saved
- 01
Lesson
What you may draft
This lesson separates preparation, which a model may help with, from judgement about the person, which stays with the manager, and explains why asking a model to write the review paragraph crosses the line. You mark each task in a manager's plan for a conversation about missed deadlines.
- Two kinds of work before a conversation
- What a model may help with
- What a model must not do
- The mistake people usually make
You mark 5 statements from a realistic case and receive an explanation for each one.
- 02
Lesson
What you must have seen
This lesson explains why feedback a person can act on describes something the manager saw, when it happened, and its effect, and why inferences provoke defensiveness. You sort a manager's notes and mark each sentence as something seen or something inferred.
- Feedback a person can act on
- Something I saw and something I inferred
- Why inferences go wrong in the room
- Turning an inference back into evidence
You mark 5 statements from a realistic case and receive an explanation for each one.
- 03
Lesson
The draft that invents
This lesson shows the three things a model adds to thin notes, characterisations, causes, and outcomes, and why an outcome sentence can do the most harm. You repair a model's message so that it keeps only observed facts, a purpose, and an open question.
- What a model does with thin notes
- Three things a draft adds
- The repair
- Why the outcome sentence matters most
You repair a flawed draft so it meets the standard the lesson sets, and your revision is checked against it.
- 04
Lesson
One conversation
This lesson sets out the five parts of a prepared conversation and explains why an open question comes before any solution, and how informal and formal conversations differ. You compare two openings for a conversation about missed briefings and choose the one that follows the method.
- Five parts of a prepared conversation
- The question comes before the solution
- Informal and formal are different conversations
- Recording and note-taking
You compare two versions of the same piece of work, choose the stronger one, and see the reasoning behind the answer.
- 05
Lesson
What would change your view
This lesson teaches you to write down in advance the answers that would change your view, how to respond when the answer is personal, and how to agree a next step with an action and a date. You edit a preparation whose listening line and next step would not help in the room.
- Listening for something specific
- When the answer is personal
- A next step you agree together
- Where the informal conversation ends
You repair a flawed draft so it meets the standard the lesson sets, and your revision is checked against it.
- 06
Course assessment
The course assessment
This lesson recaps the method from preparation and judgement through to agreeing a next step, and works one preparation that contains several problems. You then answer seven situations from managers' weeks, each with feedback on the option you chose, and need six correct to pass.
- The method from the first two lessons
- The method from lessons three to five
- How the assessment works
You judge 7 new workplace situations, with feedback on every option, and need 6 correct to pass.
- 07
Final work and signed record
The preparation sheet
In this final lesson you write the preparation sheet you will take into one real conversation, including what you saw, your first question, what you will listen for, and the next step. It also records what the model helped with and what is decided before you sign it.
- What the sheet is
- Two lines that make the judgement visible
- What stays off the sheet
- How the sheet is checked
You write the preparation sheet for your own work, part by part, and sign it as your record.
GOOD WORK.THE PREPARATION SHEET, SIGNED.
WHAT CHANGES
What the course changes for you and your organisation.
- 01
Feedback people can act on
The course teaches you to describe specific actions, occasions, and effects rather than labels about character. People can respond to evidence about their work, whereas a label such as a lack of ownership invites them to defend themselves instead of discussing what would help.
- 02
Judgements that stay yours
You learn exactly where a model's help ends, so it can suggest a structure or rehearse your opening but never decide whether objectives were met. The organisation gains reviews in which the manager's judgement is visible and can be explained, rather than a fluent paragraph nobody chose.
- 03
Fewer informal conversations that escalate
The course shows how an outcome sentence in a draft can tell someone they are already in a process, and how to keep an informal conversation informal. It also explains when a concern should go to your HR adviser and your policy instead, so that each route is used for the right situation.
- 04
Judgement on performance stays human
An ICO survey found 62% of UK adults consider AI unacceptable for workplace monitoring or performance evaluation. Employers therefore need managers who use AI only to prepare, and who base every performance judgement on what they have actually seen.
QUESTIONS
Questions about Performance and Feedback with AI
- What is Performance and Feedback with AI about?
- Managers increasingly ask AI tools to help with feedback and performance reviews, often by pasting in a few notes and asking for a finished paragraph. A model has never seen the person work, so it smooths thin notes into characterisations, causes, and outcomes that the manager never observed, and that can turn an ordinary conversation into a dispute or suggest a formal process has already begun. This course teaches you to use a model only for preparation, such as a structure, the wording of an open question, or a rehearsal, while keeping every judgement about the person with you. You finish with a signed preparation sheet for one real conversation, built on what you saw rather than what you inferred, with an agreed next step.
- Who is Performance and Feedback with AI for?
- Line managers who hold regular one-to-ones and have a real feedback or performance conversation coming up. Managers who write or contribute to performance reviews and want to use an AI tool without letting it write the judgement for them. HR business partners who coach managers through difficult conversations and want a clear method to share with them. New managers who know their review process in outline and want to prepare fair, evidence-based feedback with confidence. No specialist background is assumed, and every term is explained before it is used.
- What will I be able to do after Performance and Feedback with AI?
- You will be able to sort every task before a conversation into preparation, which a model may help with, and judgement, which stays with you. You will be able to separate what you saw, with an action, an occasion, and an effect, from what you inferred, and turn an inference back into evidence or set it aside. You will be able to repair a model's draft by removing characterisations, invented causes, and outcome statements such as a hint of further action. You will be able to open a conversation with a purpose, two or three pieces of evidence, and an open question, and to name in advance what would change your view. You will leave with a signed preparation sheet that records what the model helped with and what is and is not decided.
- How long does the course take, and how is it taught?
- The course takes about 2 hours and is studied online at your own pace. It has 5 lessons, each with a worked example, a practice exercise, and a check on a new case, followed by a course assessment of 7 scenario questions in which you need 6 correct to pass. Your progress is saved to your account.
- Do I get a certificate?
- Yes. When you pass, you sign a record that names you, the course, and the preparation sheet. Anyone you share it with can verify it online and download it as a PDF. The record confirms what you completed and does not claim compliance with any regulation.
- How much does it cost, and when can I start?
- The course costs £99, paid once by card through Stripe. Access begins as soon as payment is confirmed, and you can save a sign-in to return to the course from any device.
- Can my organisation train a whole team?
- Yes. Individuals can buy any self-paced course online, and organisations can book trainer-led courses for teams, in person or online, through the Experrt Academy.
More hr transformation courses are listed on the self-paced ai courses for hr and people teams page.
THERE IS A NEXT CHAPTER.
Start today, and finish with
the preparation sheet your organisation can use.
Checkout takes an email address and a card, and access begins as soon as payment is confirmed. When you finish, you sign a record that names you and the preparation sheet, which anyone you choose can verify online. The record confirms what you completed and does not claim compliance with any regulation.