Managing Performance

Failing to manage performance issues in any workplace can be extremely frustrating for the employer, and very difficult for the employee. Too often, we meet employers who have let performance issues build for months, to the extent that they have “had enough”. The employee doesn’t always know there are performance issues, but if they do realise that they are underperforming, they are often desperate for someone to help them improve.

When an employer starts a performance management process, it’s often seen as a very negative thing. But at its core, the performance management process is the employer reaching out to provide extra support to an employee who may be struggling to keep up with what is expected of them. It doesn’t have to be negative at all.

There can be many reasons why an employee may be underperforming. Engaging with the employee early on can help an employer understand what those reasons are and importantly, whether they are dealing with a “can’t” or a “won’t”, the latter being a conduct issue which requires a very different approach. It also means that if a performance issue could possibly be linked to a medical condition, the employer is aware of this early on and can act accordingly.

The goal of a performance management process from the employer’s perspective should be to help the employee to manager their own performance. This involves coaching the employee to improve, and helping them to set specific and meaningful targets.

If performance doesn’t improve, but a meaningful process has been carried out, all parties involved are more likely to accept a parting of ways, therefore massively reducing legal risk for the employer.