Top Tips for Maximising Staff Performance
This blog was updated in January 2020
Managing capability issues in the workplace take up a lot of valuable time and many managers struggle with poor performance issues.
If you follow these suggestions not only will you end up with a positive and productive workforce but you will also feel confident that your fair but firm approach is benefiting everyone.
- Provide all new recruits with a six month probationary period. This enables busy managers to monitor at three months, set-up a performance review and dismiss fairly if the new recruit is the wrong person for the job.
- Quarterly reviews, with a yearly full appraisal will ensure that you are communicating regularly and positively about performance.
- Job descriptions should be regularly updated at reviews so they reflect your employee’s responsibilities.
- Difficult conversations around performance should be initiated by you or your managers by having a private word as soon as there is an issue.
- Your employee should be asked for their response to concerns before any decision is made to place them on a formal performance review.
- If there are management issues, such as lack of training or under-resourcing, put this support in place.
- Set-up a formal performance review process with agreed achievable goals and targets to be met within a fixed period.
- Any goals and targets not met should be carried forward with a formal warning, usually two, with dismissal being the final sanction, if there is no improvement.
- Three months is a fair starting point for a performance review, but this can be extended.
- Ensure that all meetings and communications around this performance review are formally recorded and placed on your employee’s personnel file.
- If dismissing, give your employee the right to appeal. Dismissal will be ‘on notice’ unless there has been gross negligence.