- capability not conduct
- know the process you are following (use the correct terminology) - be aware from the outset that it is a process that will take time
- comply with the ACAS Code (applies to performance)
- keep notes. Use a note taker – having these conversations is difficult enough without having to speak and write at the same time
- deal with performance issues early (don’t leave until the appraisal process)
- don’t be scared of performance management - it is usually never as bad as you fear
- whilst on the subject of appraisals …. make sure that they are consistent
- make sure you can document / evidence the poor performance
- average performance does not = poor performance
- accept that employee’s performance will sometimes dip
- consider who is best placed to performance manage the employee – do they need any training first?
- speak with employee informally first – are there any underlying issues? Are they aware as to what their role is and what is expected of them?
- informal process yes but don’t allow such a process to go on too long
- be careful about doing things the “Company way”
- set reasonable targets and time periods for improvement – get the employee to agree
- what if employee goes of sick – doesn’t have to mean that the process has to stop
- consider what is a reasonable time period between warnings
- consider mentoring / training / supervision support
- make it clear that improvements required must be immediate and sustained
- ensure warnings are fair, reasonable and consistent – lack of consistency = potential discrimination
- remember you can’t dismiss for a first act of poor performance
- if imposing a warning remember employee must be offered right of appeal
- performance management is an ongoing process and takes time (see above) don’t just issue a warning and then leave …. regular reviews both formal and informal
- think about linking benefits to performance
- and finally, be careful about email traffic (including loss of legal privilege).