Performance management is a critical component of any successful business. If you want your employees to perform to the best of their ability and to help your business to thrive and grow, then you need to think about how best you can help them to reach their potential.
This starts with making sure that your employees know their job and what your expectations and goals are. Your workforce can then work efficiently towards your organisation’s goals, while also achieving personal and professional development.
This article will walk you through the key stages of performance management, starting from induction and the probationary period, moving through to one-to-one (1:1) meetings or check-ins; formal appraisals; and finally, giving some guidance on how to manage poor performance.
Induction and Probationary Period
The performance management process begins at the recruitment stage. If you have a clear job description to help you to recruit the right person to your vacant role, then your employee can use that job description to build the role for themselves. The job description will probably change as the employee works through their employment lifecycle.
Once your employee starts, their induction (onboarding) routine is the first stage of their journey with your company. The induction process is crucial as it sets the tone for the employee’s experience and helps them understand their role, the company culture, and the expectations placed upon them.
During induction, new employees should be introduced to their job responsibilities, the company’s values, and key policies, including those related to performance management. This is also the time to outline the probationary period, which typically lasts between three to six months. The probationary period is a time for both you and your employee to assess whether the role is a good fit.
This period is essential for evaluating the new employee’s performance and determining whether they meet your required standards. Regular feedback during this period is crucial. Managers should arrange regular check-ins to discuss progress, provide and receive feedback, and offer support where necessary. If the employee is not meeting expectations, this period allows you to address issues early on, offering guidance and setting clear improvement targets.
During this time, employees are generally on shorter notice periods, making it easier for either party to terminate the contract if necessary. Of course, you want to avoid this wherever possible, but it does give you both a let-out if the employment is just not working.
You should use the probationary period to set objectives with your employee, so that you both know what they are aiming to achieve and what is important for both parties. My advice is to keep the objectives simple, and only a few objectives. They are fairly broad and you can use one-to-one meetings going forward to refine and build on the objectives.
One-to-One Meetings (1:1s) or Check-Ins
Following the probationary period, regular one-to-one meetings or check-ins become the cornerstone of the ongoing performance management process. These sessions, typically held weekly or monthly , provide a structured opportunity for employees and managers to discuss performance, set goals, and address any issues that may have arisen.
One-to-one meetings are more informal than formal appraisals and allow for continuous dialogue. These check-ins should be a two-way conversation, encouraging employees to voice any concerns, ask for support, or discuss their career aspirations. For managers, it’s an opportunity to provide constructive feedback, recognise achievements, and help employees stay aligned with organisational goals. These sessions are a key part of building trust between you and making the employee feel valued. They can also inform training and development requirements.
Formal Appraisals
Formal appraisals are a more structured and comprehensive review of an employee’s performance over a specific period, usually conducted annually. This process is an integral part of the performance management cycle and is typically linked to decisions on promotions, pay rises, and professional development.
The appraisal process usually involves a self-assessment by the employee, followed by a review meeting with their manager. During the appraisal, the employee’s performance is evaluated against the objectives set during previous 1:1s or the last appraisal. The discussion should cover the employee’s strengths, areas for improvement, and career development opportunities.
Managing Poor Performance
Despite the best efforts in managing performance, there may be instances where an employee’s performance falls below the required standard. In such cases, it is essential to manage poor performance in a fair, consistent, and legally compliant manner.
The first step in managing poor performance is to identify the issue early, usually during a 1:1 meeting or a formal appraisal. It’s important for managers to address the issue directly and objectively, focusing on specific examples of where performance has not met expectations.
Once the issue is identified, the focus should be to help the employee to improve and meet your required standards. This may involve further training and development, or some other intervention (maybe a change in hours or working patterns). Poor performance can be caused by many different things, some of which the manager might not have any prior knowledge of. There could be things happening in an employee’s personal life which is affecting their work performance. Or they could have a health issue of some kind which has an impact. There may be temporary or more permanent drivers which affect their performance.
If the employee’s performance does not improve, you may need to take more formal action through a capability or performance procedure. Where performance does not improve through the capability procedure, you may have to consider more serious actions, such as redeployment to a different role or, in some cases, dismissal. It’s crucial that you follow a fair and transparent process throughout, as failure to do so could result in claims of unfair dismissal.
The Performance Management lifecycle
Performance management is a continuous process that starts from the day an employee joins your organisation and continues throughout their employment. From induction and the probationary period through to regular 1:1s, formal appraisals, and managing poor performance, each stage plays a critical role in ensuring employees are engaged, productive, and aligned with the organisation’s goals.
By adopting a structured and supportive approach to performance management, you can foster a positive work environment, encourage professional development, and mitigate the risks associated with poor performance. Adhering to best practices and UK employment law ensures that the process is fair, transparent, and legally compliant, ultimately benefiting both the employee and the organisation.
If you need any help with performance issues, then Heartfelt HR can help you.
