Managing Poor Performance Guide for Managers

Managing Poor Performance Guide for Managers



Applies to all: TWL team

Managing Poor Performance

What is Managing Poor Performance?

This process is used when a team member’s work performance is unsatisfactory and carries through to the disciplinary action stage.  This can include poor performance in work volume, work quality, customer service (internal and external customers), teamwork, personal presentation, attendance and punctuality.


Why is it important to get this right?

Poor performance impacts not only on the team member but other team members and on the success of our business. Managing poor performance is about identifying the problem at an early stage and working with the team member to help them improve. Managers need to be prepared to have hard conversations while still being fair to the team member. Managers should clearly set out their expectations and also be prepared to organise and support and coaching that is required.

Process:

Observe poor performance: 
Give feedback as you go; don’t save it up for a meeting. Collect examples as you go. Poor performance can include all elements of work, not just basic task completion. Ensure performance planning and reviews take place as well as training and coaching for general work and the Individual Development Plan.

When is the right time to move to a formal Performance Improvement Plan (PIP)?   
There is never a straight answer to this as it will vary for each individual. Managers need to ensure that team members have received the correct training and had the informal discussions before they leap in with a PIP. On the other hand if you leave it too long you could be said to be condoning the behaviour and this does not sit well with other team members.

After feedback, if the poor performance continues:
Hold a first, formal meeting with the team member. (Preparation for a Performance Improvement Discussion)

Try to get agreement on what the expected performance standard is and what the gap is. Explore the possible causes of poor performance and possible solutions. Define the problem.

Determine if the problem is a performance problem (team member has not been able to demonstrate ability to satisfactorily do the skills/tasks) or a behaviour problem (team member may be able to perform the tasks but creates an environment that disrupts the workplace and chooses not to do the tasks well).

Define the issues or behaviour where improvement is required.

Plan Action:
Work together to ensure an improvement in specific areas and document this on the Performance Improvement Plan form.
Use a Performance Improvement Plan when you have identified a performance problem and are looking for ways to improve the performance of a team member and informal discussion and coaching have not worked. The Performance Improvement Plan is a tool to monitor and measure the unsatisfactory work processes and/or behaviors of a particular team member in an effort to improve performance or modify behavior.
Establish short-range and long-range goals and timetables for accomplishing change in performance/behavior with the team member.

  • Write up the Plan.
  • What will the manager do to help the team member accomplish the goals within the desired time frame?
  • What will the team member do to facilitate improvement?
  • Are the items reasonable?
  • Can the items be accomplished?
  • Are the items flexible?
  • Has plain and simple language been used?
  • Have specific references been used to identify areas of deficiency?
  • Have specific examples been used in reviews which clearly identify accomplishments or continuing deficiencies?

Establish review dates for reviewing progress during the plan:
Both the team member and the manager must be clear on what will be reviewed at each of these meetings.
(Refer to Performance Improvement Plan Example and Performance Improvement Plan Template)

How Long Should the Plan be in Place?
This will vary depending on the issues/behaviour It should allow for coaching and retraining and a fair go by the team member at improving. A minimum of a month is recommended.

Explain ongoing process for improvement/ non improvement.
Follow up with a letter confirming the discussion and outcome. Prepare Performance Letter #1, attach to the Performance Improvement Plan for team member. (Refer to Performance Letter #1 below)

Monitor performance (A Team Member improves):
Provide regular coaching and guidance. Meet with team member as planned on review dates. Thank the team member and ensure clarity of expectations moving forward i.e. sustained improvement. Continue to monitor performance through 1:1 meetings. Follow up with Performance Letter #3. (Refer to Performance Letter #3 below)

Monitor performance (B Team Member does not improve to the desired standard):
Provide regular coaching and guidance. If performance does not improve meet with team member as agreed on review dates.   Move to disciplinary action. Prepare Performance Letter # 2 Notify PSBP.  (Refer to Performance Letter #2 below)

Move to Disciplinary Process
The disciplinary process now follows on from the failure of the team member to meet the requirements of a Performance Improvement Plan. The Warnings and the PIP now continue in tandem i.e. Issue the Step 1 Attach the original PIP and the Review documentation to the Step 1. The disciplinary meeting follows all requirements of such a meeting but the matter under review is the continued poor performance.
You must give at least 24 hours notice of meeting.
If there is no satisfactory explanation for the continuing poor performance along with first warning reissue a revised Performance Improvement Plan. The warning does not have to be for 6 months – it can be for the same length as the revised PIP.   (Refer to Performance Improvement Plan below or the Step 1 Notice of Disciplinary Meeting and First Written Warning Template under Disciplinary)

Review performance against required improvements:
at the time specified in the warning, have a formal meeting with the team member to review achievement of the learning and performance/behaviour criteria in the plan.  Have they all been met or exceeded, or failed?  If the requirements have been failed, issue another Step 1 Notice of Disciplinary Meeting.  If they have been met or exceeded, file the meeting notes and discontinue the process.
(Refer to Step1 Notice Of Disciplinary Meeting under Disciplinary)

Poor Performance Continues:
Hold a second disciplinary meeting, following all requirements for such a meeting. If there is no satisfactory explanation for the continued poor performance, issue a final warning. (Refer to Final Warning Template under Disciplinary)

Continue to review performance against required improvements: at the time specified in the warning, have a formal meeting with the team member to review achievement of the learning and performance/behaviour criteria in the plan.  Have they all been met or exceeded, or failed?  If the requirements have been failed, issue another Step 1 Notice of Disciplinary Meeting.  If they have been met or exceeded, file the meeting notes and discontinue the process.  (Refer to Step1 Notice Of Disciplinary Meeting under Disciplinary)

Poor Performance Continues:
Hold a third disciplinary meeting, following all requirements for such a meeting. If there is no satisfactory explanation for the continued poor performance issue then move to termination of employment.

If the decision is to dismiss advise the team member of the preliminary decision:
Re-convene the meeting, tell the team member what your preliminary decision is and ask for any comments on that decision.  You could ask if they want time to consider this and if there is anything else they want to add before a final decision is made.

Consider any comments on your preliminary decision:
If there are no comments then confirm your decision. If there are comments then take another adjournment consider them and make your final decision.

Advise team member of decision to terminate employment:
Re-convene the meeting, confirm the decision. Then prepare the Dismissal letter and Step 3 Manager’s Decision. (Refer to Step 3 Manager’s Decision and Dismissal letter under Disciplinary)

If dismissal occurs it is ‘with notice’:
so the team member must be paid for the relevant notice period as per their contract.
You have the option to pay the team member in lieu of notice.
You can tell your team that the team member has finished work, but the details of the meetings and reasons remain confidential.



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