The Case Study Series Performance Management  Neil Wilson
Background <ul><li>More than one year’s service </li></ul><ul><li>No formal action taken at this stage </li></ul><ul><li>T...
Potential reason for   dismissal <ul><li>Conduct </li></ul><ul><li>Capability </li></ul><ul><li>Redundancy </li></ul><ul><...
Procedural fairness and natural justice <ul><li>Fair procedure </li></ul><ul><li>Warning </li></ul><ul><li>Minimum require...
Performance management <ul><li>Requirement for consistency across the workforce particularly in light of retirement/age di...
The frustrated employer <ul><li>Little or no documented procedure. </li></ul><ul><li>No records of meeting. </li></ul><ul>...
Managing performance <ul><li>Clear procedure </li></ul><ul><li>Management commitment </li></ul><ul><li>Chronological steps...
Key steps in managing performance <ul><li>Informal meeting </li></ul><ul><li>Time to improve </li></ul><ul><li>Review meet...
Warnings <ul><li>Instant dismissal highly unlikely </li></ul><ul><li>More likely to be staged </li></ul><ul><li>Relevance ...
Informal meeting <ul><li>Letter of concern </li></ul><ul><li>Clear goals/targets </li></ul><ul><li>Interim review meeting ...
First review meeting <ul><li>Review targets </li></ul><ul><li>Review performance </li></ul><ul><li>Highlight assistance gi...
Disciplinary meeting <ul><li>Letter inviting </li></ul><ul><li>Right to be accompanied </li></ul><ul><li>Send evidence in ...
Second disciplinary meeting <ul><li>As per the first meeting </li></ul><ul><li>All evidence/information in advance </li></...
And Finally… <ul><li>A reminder on debt </li></ul><ul><li>The benefit of good terms and conditions </li></ul>
Any Questions?
Upcoming SlideShare
Loading in …5
×

Performance Management Handout Slides

1,883 views

Published on

An overview of managing under performing employees.

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,883
On SlideShare
0
From Embeds
0
Number of Embeds
5
Actions
Shares
0
Downloads
26
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Performance Management Handout Slides

  1. 1. The Case Study Series Performance Management Neil Wilson
  2. 2. Background <ul><li>More than one year’s service </li></ul><ul><li>No formal action taken at this stage </li></ul><ul><li>Tangible, measurable KPIs exist </li></ul><ul><li>Comparison with other employees </li></ul><ul><li>Relevance of existing final written warning </li></ul>
  3. 3. Potential reason for dismissal <ul><li>Conduct </li></ul><ul><li>Capability </li></ul><ul><li>Redundancy </li></ul><ul><li>Some other substantial reason </li></ul><ul><li>Contravention of statute </li></ul><ul><li>Retirement (soon to be abolished) </li></ul>
  4. 4. Procedural fairness and natural justice <ul><li>Fair procedure </li></ul><ul><li>Warning </li></ul><ul><li>Minimum requirements </li></ul><ul><li>Principals of natural justice </li></ul>
  5. 5. Performance management <ul><li>Requirement for consistency across the workforce particularly in light of retirement/age discrimination provisions </li></ul>
  6. 6. The frustrated employer <ul><li>Little or no documented procedure. </li></ul><ul><li>No records of meeting. </li></ul><ul><li>No back up evidence. </li></ul><ul><li>The process taking several weeks/months. </li></ul><ul><li>Consult existing procedures. </li></ul><ul><li>Appraisal systems. </li></ul><ul><li>PDP’s. </li></ul><ul><li>Performance management procedure (if it exists) </li></ul><ul><li>Disciplinary procedure </li></ul>
  7. 7. Managing performance <ul><li>Clear procedure </li></ul><ul><li>Management commitment </li></ul><ul><li>Chronological steps </li></ul><ul><li>Training and support </li></ul><ul><li>Disciplinary and warnings </li></ul>
  8. 8. Key steps in managing performance <ul><li>Informal meeting </li></ul><ul><li>Time to improve </li></ul><ul><li>Review meetings </li></ul><ul><li>Clear goals </li></ul><ul><li>Assistance/training </li></ul><ul><li>Formal meeting </li></ul><ul><li>Disciplinary action </li></ul>
  9. 9. Warnings <ul><li>Instant dismissal highly unlikely </li></ul><ul><li>More likely to be staged </li></ul><ul><li>Relevance of existing misconduct warning? </li></ul>
  10. 10. Informal meeting <ul><li>Letter of concern </li></ul><ul><li>Clear goals/targets </li></ul><ul><li>Interim review meeting </li></ul><ul><li>Formal review meeting </li></ul><ul><li>Additional help/training </li></ul><ul><li>Record keeping </li></ul>
  11. 11. First review meeting <ul><li>Review targets </li></ul><ul><li>Review performance </li></ul><ul><li>Highlight assistance given </li></ul><ul><li>Invite feedback </li></ul><ul><li>Consider disciplinary meeting </li></ul>
  12. 12. Disciplinary meeting <ul><li>Letter inviting </li></ul><ul><li>Right to be accompanied </li></ul><ul><li>Send evidence in advance </li></ul><ul><li>Sufficient notice of meeting </li></ul><ul><li>Notes of the meeting </li></ul><ul><li>Adjourn before decision </li></ul><ul><li>Provide right of appeal </li></ul>
  13. 13. Second disciplinary meeting <ul><li>As per the first meeting </li></ul><ul><li>All evidence/information in advance </li></ul><ul><li>Consider compromise agreement option </li></ul><ul><li>Compromise agreement </li></ul><ul><li>Without prejudice </li></ul><ul><li>Contractual binding settlement </li></ul><ul><li>Contribution towards legal fees </li></ul>
  14. 14. And Finally… <ul><li>A reminder on debt </li></ul><ul><li>The benefit of good terms and conditions </li></ul>
  15. 15. Any Questions?

×