Following on from a general overview of managing performance issues in the workplace and the crucial role of management, here are my practical tips for line managers dealing with a performance issue:
  • Explain the shortfall(s) in an honest discussion with your member of staff. Stick to the facts.
  • Carefully consider the employee’s perception of their performance and any explanation. This should be a two-way process, so being open to suggestions as to what your employee needs to enable their improvement is imperative (the reasonableness of which can also be discussed).
  • Remain mindful of protection afforded by the Equality Act 2010 (this doesn’t mean you can’t manage a performance issue but if the poor performance is caused by a medical condition, the approach will need careful consideration).
  • Identify any training needs or gaps in skills/experience.
  • Agree any support mechanisms, adjustments and/or measurable targets of improvement with reasonable timescales.
  • If in a ‘probation’ period, consider extending whilst this takes place.
  • Keep good records i.e. diary notes, records of informal conversations and put agreed outcomes in writing to the employee (if there are little or no records to show the employee was informed of the issue and had an opportunity to improve, how can you show it was a fair process?)
  • Ensure continuous dialogue and ‘check in’ regularly.
  • If unsure if the matter is one of capability or conduct, you don’t need to specify whilst managing informally.
  • If the required improvements are not met and you are confident you have exhausted all the above, you will need to consider taking formal action through a disciplinary or capability procedure.
  • At this stage you may wish to take advice on your options by an HR professional who is likely to ask you questions on the informal action you have taken to date.
  • Ensure you understand the case well. You may be required to attend investigation meetings, which could possibly lead a later hearing with the employee present.

*In potential Gross Misconduct cases there is no informal stage so you would usually need to arrange an investigation through disciplinary procedures immediately*

The role of HR

It is important that managers are able to have honest conversations with their staff, giving the employee the opportunity to offer an explanation for their performance shortfall.  This may well throw up an unknown issue such as personal problems, which can then be tackled and the relevant support offered.

HR, in-house or via an external consultant, can and will always be happy to advise and steer on these matters where required.  They can help coach managers prior to difficult conversations with their staff and with follow-up letters or further investigations.  It is absolutely fine to take professional advice and to advise the member of staff of the potential consequences, however threatening the involvement of HR should things not improve is a real no-no.  Again, as I outlined in part one of this blog, this weakens the position of the manager, potentially losing them respect/authority.

As an HR Consultant, my aim is to empower managers at all levels to have the confidence to manage their staff (after all, they know them the best) and to make decisions and take ownership of them.

I often find that once a manager is guided through a tricky performance issue and sees the results, their confidence grows and they take more ownership in future, seeking reassurance from HR only where needed.  This to me is the ideal scenario and makes for a better, more transparent workplace.

For help with equipping your managers with the tools to manage performance issues better or for a review of your policies relating to this, please do not hesitate to get in-touch at lucy@mustardhr.co.uk