Step 1: Have all the foundation steps in place.

• Review and complete the checklist "Checklist_WhatDoIDoIfAnEmployeeIsNotPerforming.pdf" under the attachments section below.
  • Have evidence – recorded calls, instructions that you had to repeat multiple times etc.
     
  • State your expectations – tell them what you expect, what success looks like.
     
  • Communicate with the employee that they are not performing and not meeting your expectations.
     
  • Confirm the expected levels of performance. Ensure they are reasonable.
     
  • Ask why performance is sub-par, find out if there’s a valid reason for it.
     
  • Ask whether there are any extenuating circumstances for the performance.
     
  • Arrange for additional training to adjust the performance.
• Legally you need to offer the employee a support person if going through any of the following conversations: redundancy conversation, restructure or performance management conversation, or misconduct conversation.
  • If the individual is positive that they don’t want a support person, get them to sign a document that they’ve waived this right. If they are not prepared to sign that document, note that in your documents.

Step 2: Steps prior to a performance management meeting.

• Counseling sessions – suitable for minor issues.
  • Employer to review the performance of the employee after the counseling session.
     
  • A counseling session can occur a couple of times before moving to more formal warnings.
     
  • Documentation is important – make a file note of the sessions that you’ve had.
• Warnings – no more than 3 strikes.
  • It is recommended that all warnings, including verbal, to be documented.
     
  • Prior to the final warning, and potential termination meeting, the employee must be in no doubt of the seriousness of the situation and that termination can be an outcome.
• Training – it is imperative that further training or support has been offered, including additional external training or mentor allocated.
   
• Instigate a without prejudice conversation – this is an alternative, off the record mutual separation discussion.
  • In this case, you must get the employee to sign a date of release, that is sought by a lawyer.

Step 3: Script the performance management meeting.

• Plan the meeting. Script the conversation and practice it with someone else.

Step 4: Conduct a performance meeting.

• Ensure that you are prepared, that all paperwork has been completed as much as it can be prior to the meeting.
   
• Plan the meeting, have notes to guide you to be sure you cover everything.
  • Suggestion! Ideally, have someone available to take notes.
     
• Book a quiet and private meeting space.
   
• Book the meeting with the individual stating it is to discuss their performance and they are welcome to bring a support person.
   
• Explain at the beginning the purpose of the meeting and the roles of the participants.
   
• Walk through each of the performance issues giving the employee a chance to respond. Where appropriate, provide evidence of the current performance level being achieved. 
   
• Ask employee whether there’s anything that would assist them to improve their performance. Consider all requests, and then confirm what’s possible and what’s reasonable.
   
• Explain the required level of performance and the timeline to be reached.
   
• Summarise the outcomes of the meeting and next steps, and if the next meeting is termination as a potential outcome.
   
• After the meeting, the Minutes should be countersigned.
  • If the employee is unwilling to do this, make a note of this fact.

Step 5: Deal with the emotional side.

• Be prepared and stay calm.
   
• Offer a short break.
   
• Always have tissues.