SLC 5 Top Tips: Performance Management
Dealing with performance concerns can be one of the hardest things people leaders have to do. However, it is also one of the most important. Sometimes Managers avoid having these discussions in fear of being accused of bullying. Reasonable management action done in a reasonable way is NOT workplace bullying.
- You CAN performance manage someone who is not performing – and in fact, you should do so!
Employees are required to meet performance goals and objectives. You are able to performance manage your staff and you can direct them to participate. Whilst it can be difficult to have these conversations, you are treating employees with respect by raising concerns with them, and allowing them a chance to improve.
- What support and training do they need?
Often we see an employee say they were not trained properly for the duties required, or they did not get support from their manager – especially if you have a remote workforce or work in a hybrid manner – does the employee still get regular contact with their people leaders? You have an obligation to help set an employee up for success. Do you have an employee assistance program or other wellbeing support, like mentoring or coaching programs – remind the employee of these.
- Informal performance management
Performance management does not always need to be formal. Having regular, scheduled catch ups is an important way to provide regular feedback. Do you wait for an annual review to inundate the employee with your feedback, provide regular, clear and transparent feedback as you go throughout the year. Take notes of your discussions and either keep a record yourself, or email confirmation of what was discussed with the employee. Do not let the small things slide – they can become mountains.
- Formal Performance Management
Sometimes informal performance management does not lead to sufficient improvement and a more formal approach is required. This can include issuing warnings for performance concerns and/or placing the employee on a performance improvement plan (PIP). If you are issuing warnings, there is no set number that need to be issued nor a set time when they should be issued. What is required is that the employee was sufficiently aware that there were performance concerns, they knew what those concerns were and they had notice that a failure to improve could led to termination.
How long should a PIP be? As long as is reasonable and sufficient to enable you to properly assess the employee’s performance – eg if you have a quarterly sales cycle, then perhaps 3 months is needed – or maybe the goals you need them to meet can be sufficiently demonstrated in 4 weeks. It will depend on the role, the goals and the availability of you as a people leader to provide support and review. PIP’s need SMART goals – tangible, clear, measurable, objective. Consider and discuss with the employee what support they may need during this process and have regular check ins. Consider a more formal check in at the half way point. Document progress and comments and expectations throughout the process so there is no miscommunication or misunderstanding of how the employee is tracking.
- Performance concerns are ongoing – what next?
Sometimes despite our best efforts, an employee is unable to meet the performance expectations on a sustained and ongoing basis. In those circumstances, you may need to consider disciplinary outcomes including potentially termination of employment.
Before termination can occur – fair process needs to be followed, including that the employee is notified of the potential for termination, they have an opportunity to make representations BEFORE a final decision is made, and you clearly communicate the reasons for termination to the employee.
Seek advice before finalising any performance related termination – it might just save you the risk of legal claim.
