Prepare a performance conversation with specific examples
A performance conversation is easier to understand when it describes the work rather than judging the person. “You need to improve your attitude” gives an employee little practical information about what should change.
Separate observation from interpretation
Record the task, the expected result and the observed difference. Check whether the instruction, resources or training were clear. Give the employee an appropriate opportunity to understand the concerns and respond.
Fair Work’s underperformance guidance recommends specific feedback, support and follow-up. Use its current guidance and the applicable workplace requirements when planning a formal process.
Prepare useful discussion material
- Relevant examples of the work.
- The expectation communicated to the employee.
- Questions about barriers or unclear instructions.
- Support the manager can arrange.
- A suitable point to review progress.
Do not pre-write the outcome
The employee may identify information the manager did not have. Keep the conversation open enough to consider it. Notes should distinguish facts, the employee’s response and actions actually agreed.
An illustrative issue might concern incomplete routine records. The discussion can examine which fields are unclear and whether the procedure or training needs revision, rather than assuming unwillingness.
Use the appropriate confidential record and allow corrections to an inaccurate summary. Do not store performance notes in a marketing workspace.
Warnings, dismissal, discrimination concerns and disputed employment matters require proper process and qualified advice. A short preparation checklist should help the manager organise the conversation, not decide a person’s employment outcome.
General process education. Employment, safety and NDIS requirements depend on the circumstances. Use current official guidance and appropriate professional advice for specific decisions.
Further reading
Discuss your people processes with EJN-HR.
