Managing Poor Performance

Forms mentioned in this section can be found here: S:\Grace Eyre Shared Folder\FORMS – ONE FRONT DOOR\STAFF FORMS\Performance Management

Informally addressing issues

In the first instance of poor performance, you should always informally discuss the issues with your staff member. You should record the details of what is discussed and set reasonable targets.

This step is very important as the staff member may not be aware they are underperforming. Some key points to highlight during the meeting are:

• you value their work and want them to stay
• there are some problems with the way in which their work is currently being done
• these problems need to be addressed and the employee’s work needs to improve
• you will help and support the employee in making this improvement

Set specific goals and timeframes of when you expect to see an improvements (these should always be reasonable).

Performance improvement plans

If there is no improvement following the informal stages you can create a performance improvement plan to support the employee to improve.

You as the manager should complete this with the employee and seek their agreement where possible, objectives should be SMART:

• Specific: Well defined, clear, and unambiguous
• Measurable: With specific criteria that measures progress
• Achievable: Attainable and not impossible to achieve
• Realistic: Within reach, realistic, and relevant to their role
• Timely: With a clearly defined timeline, including a starting date and a target dates

Formal hearings

Stage 3 – If there is still no improvement and efforts have been made to support the employee a formal hearing will take place. It is likely you as their manager will chair this meeting.

If there is still no improvements there may need to be a Stage 4 hearing. Another manager will do this hearing to ensure a fair process. A possible outcome of this hearing could be that the staff member is dismissed.

Templates to support these meeting will be supplied by Human Resources. Human Resources will be present during the meetings to advise.

Record keeping

If it crucial where possible you keep records during this process including;

• discussions you have had about their performance with the employee
• evidence of how the employee is performing
• training and support which has been offered