Our process for getting performance back on track
START: You will have set expectations with your team members about behaviour that supports our values, principles and work rules, our performance objectives, development objectives and the other standards you expect them to meet. You will have used feedback and possibly coaching to help them achieve those standards. Occasionally that’s not enough and, although it may be too early for disciplinary action, you need to take a more formal approach to getting performance or behaviour back on track. It’s time for a more formal getting performance or behaviour back on track conversation. Here’s how we suggest you do that. Our guidelines for getting performance or behaviour back on track offers tips for each step. If in doubt – ask your manager or Organisational Development and Capability. Note: If these issues arise during the first 90 days of employment discuss them with Organisational Development and Capability.
1. A team member won’t fix a problem they don’t accept exists or won’t take responsibility for fixing. So before talking to the team member assemble enough; facts, examples, proof of the issue to convince them change is necessary. Use our preparation tips to get ready for this conversation and our conversation plan template to script the conversation. (Note: The ccarers question list may help you consider possible causes and select questions to explore the problem with the team member). Arrange a meeting in a quiet setting. This isn’t a disciplinary issue so they don’t need a support person. If they want one – no problem. If disciplinary action becomes a potential outcome later in the conversation (as you learn more about why they aren’t performing) the team member must be told and given the opportunity to have support or representation. For background on the legal risks and how to manage them see ‘What are our legal risks?’
2. Explain the purpose of the meeting then lay out your evidence there is a problem they need to address. Often it pays to put the conversation in context with praise for their past record (if appropriate) or other strengths. Focus your ‘feedback’ on the performance or behaviour not of the person. Most people will accept that they make mistakes but not that they are ‘a mistake’. Be prepared for a shocked or defensive response or even denial. Our first instinct is often to deny or counter attack when we feel attacked. Give them clear evidence and, if necessary, time to digest it (an overnight break is often a good idea). Explain the consequences (for all concerned, stressing the positive consequences in the first instance as this is more motivating than negative consequences) including the consequences of not solving the issue. This helps them put the problem in perspective. e.g. if a continuation may impact their promotion chances, performance appraisal and salary review – say so. Ask for their explanation. Listen carefully. Explore possible causes and contributing factors. Challenge their explanation where you doubt it. Don’t negotiate down your standards. If you hear some explanation you are unsure of, take time to investigate before dismissing or accepting it. When you’ve diagnosed the issue you can choose how to address it.
‘What’s the core issue? The point where you’ve heard their explanation is the crossroads in the conversation. Typically the problem will be either a ‘can’t do’ (lack of tools, time, training, information, support, health or personal problem, problematic relationships etc) or a ‘won’t do’ problem (lack of commitment, protest, carelessness, lack of effort, diligence etc). In the case of ‘won’t do’ problems you should talk with Organisational Development and Capability about initiating disciplinary action or issuing a reprimand of some sort. See our typical remedies for performance/behaviour problems for some ideas.
If you accept the team member ‘can’t do’ what it takes to deliver expected performance due to lack of skill, resource, tools, support, time etc continue the getting performance/behaviour back on track conversation to put a plan in place to turn things around.
If you conclude it is a ‘won’t do’ problem where the team member is capable but not inclined to deliver to the required standard then you need to consider how serious it is and whether they will quickly commit to improving. If not then it may be time to change to our disciplinary process.
Make sure in the getting performance/behaviour back on track conversation you both fully understand what caused the unacceptable performance. Then ask if the team member agrees the need for improvement. (Note: without that commitment nothing will change). Once you have their commitment to change, agree what needs to change, how the change will happen, by when and how you will both monitor progress. Use our turnaround plan template to capture that detail. When building the plan start by asking for their ideas. Agree how you will monitor improvement. Ask for their commitment to the plan, express confidence the situation can be fixed. End on a positive note. [Note: If they don’t agree to the level of improvement you require: reiterate the case for change, consequences of not changing (including potentially disciplinary action) and then give them some time to reconsider].
‘Issue fixed?’ As you monitor the agreed turnaround plan use some of the tips for monitoring progress and maintaining momentum.
‘Explore reasons. Consider a formal performance improvement plan’ – speak with Organisational Development and Capability. Monitor the turnaround. If you aren’t seeing the change you require explore the reasons with them and be firm that you expect better. You may need to up the stakes by putting in place a formal performance improvement plan which makes it clear that if the required improvement isn’t achieved in a defined period disciplinary action will follow. This process requires a formal meeting to discuss the concerns (link to letter inviting them to discuss concerns and confirmation of an agreed performance improvement plan). If it’s a ‘won’t do’ then its probably time to commence a disciplinary process using the steps in our process.
Sometimes, despite everyone’s efforts the team member can’t reach the required standards. If the issue isn’t fixed and its a ‘won’t do’ then you need to talk to Organisational Development and Capability and your manager. The likely result is either that a disciplinary process is begun or a carefully managed discussion takes place with the team member about either transferring to another role in which they can succeed or about leaving the business by mutual agreement.
Occasionally you get a relapse where either the original problem recurs or other problems surface which suggest the team members underlying attitude is not good. See our tips if the problem persists for advice and options to handle these situations.
If the lapse is minor or out of character you wouldn’t take disciplinary action but a firm reprimand may do the job (make a diary note).
Follow the disciplinary process.