Poor performance
•
0 likes•458 views
The document provides guidance on addressing poor employee performance. It recommends first having an informal chat to determine if the issue is serious. If serious, a formal process should begin with (1) inviting the employee to a meeting in writing, (2) holding the meeting to discuss evidence and get the employee's response, (3) communicating the decision in writing including action points and consequences for failure to improve within a set time frame. The employer is responsible for supporting improvement efforts and providing training if needed. If problems continue, the process should be repeated before considering dismissal or reassignment through disciplinary action.
More Related Content
Viewers also liked
Similar to Poor performance
Similar to Poor performance (20)
More from Sheila A
More from Sheila A (20)
Recently uploaded
Recently uploaded (20)
Poor performance
- 1. “The standard of my employee's work is terrible; what do I do?”
- 2. LEGAL TERM: CAPABILITY Persons role should be in job description Check what they are currently doing matches their original employment Includes – time keeping and office behaviour Good practice to have regular appraisal with employees* *see “how to conduct an appraisal”
- 3. HOW SERIOUS IS THE CONDUCT? Not Serious: Informal chat and monitor behaviour Serious: Formal Process
- 4. STEP ONE Invitation to meeting
- 5. WHAT TO PUT IN THE INVITATION (1) The issue (2) Date and time (3) Right to be accompanied (4) Attach any evidence
- 7. WHAT TO TALK ABOUT IN THE MEETING? Opportunity to go through evidence Give opportunity to employee to explain Consider employee's response
- 8. STEP THREE Communicate the Decision
- 9. HOW TO COMMICATE THE DECISION Orally, followed up in writing Contain action points for improvement Time frame for improvement (3 months) Consequences if fail to improve Inform of right to appeal and who to appeal to and time frame
- 10. YOUR RESPONSIBILITIES During the improvement period you must: (1) Support them (2) Provided training where needed
- 11. IF THE PROBLEM CONTINUES Repeat this process at least once
- 12. IF THERE IS A SERIOUS ISSUE..... Use the disciplinary process Do not proceed straight to dismissal If you do follow a disciplinary procedure, consider re-engagement of employee to a more suitable position within your organisation
Editor's Notes
- In the former case, it stated that the equal pay claim must have been in existance at the time of the transfer. The transferee has no obligation to put you on better benefits than you were enjoying before. There is a time llmit of 6 months from the date of transfer I would still advise you to be careful in the long run In the second case, preserving an employees TUPE rights, 2 years on, was a valid defence to an equal pay claim