Document Details

Document Id	managing_underperformance_initial_steps_checklist.docx.pdf
Document Title	Managing Underperformance Initial Steps Checklist.Docx
Reference	https://docs.google.com/document/d/1GoqfBFTZmVeHltIwDH3qw7adeU1qC9AZ/export?format=pdf
Publisher	Fair Work Ombudsman
Categorization	Human Resource Management Performance Management
Document Source	3653 characters in 0 pages. (pdf)
Tags	underperformance, employee management, performance assessment, feedback, workplace relations, employee support, performance monitoring, conflict resolution, training

The document titled "Managing Underperformance - the 'Initial Steps' Checklist" serves as a practical guide for employers to address employee underperformance in the workplace. It outlines a structured approach consisting of six key steps: identifying the issue, assessing its seriousness, meeting with the employee, jointly devising a solution, monitoring performance, and keeping records. The checklist emphasizes the importance of clear communication, constructive feedback, and collaboration with the employee to foster improvement. It is published by the Fair Work Ombudsman, aimed at business owners and managers seeking effective strategies for performance management. The document also encourages seeking additional support from workplace relations professionals if needed.

The "Managing Underperformance - the 'Initial Steps' Checklist" is a comprehensive guide designed to assist employers in effectively managing employee underperformance. Authored by the Fair Work Ombudsman, the document outlines a systematic approach that consists of six essential steps, each aimed at fostering a constructive dialogue between employers and employees to address performance issues. **Step 1: Identify the Issue** The first step involves clearly identifying the specific behaviors that constitute underperformance. Employers are encouraged to document instances of the problematic behavior, including dates and contexts, and to gather relevant evidence such as work samples or performance statistics. Additionally, it is crucial to articulate why these behaviors are detrimental to the business, other employees, or workplace safety, and to define the expected changes in behavior. **Step 2: Assess the Issue** Before engaging with the employee, employers should assess the severity and duration of the performance issue. This includes evaluating the gap between expected and actual performance and considering potential underlying causes. An open-minded approach is recommended to understand the situation fully. **Step 3: Meet with Your Employee** Employers are advised to address the issue promptly by scheduling a private meeting with the employee. It is important to inform the employee in advance about the meeting's purpose to avoid feelings of ambush. During the meeting, employers should present the issue clearly, using specific examples, and invite the employee to share their perspective. The document highlights the importance of body language and maintaining a supportive atmosphere, allowing the employee to bring a support person if desired. **Step 4: Jointly Devise a Solution** In this step, employers and employees collaborate to explore potential solutions. Employers should encourage employees to suggest their own ideas for improvement and agree on a plan that includes necessary support, such as training. Setting a timeline for performance improvement and scheduling a follow-up review is also emphasized. **Step 5: Monitor Performance** After implementing the agreed-upon solutions, employers must monitor the employee's progress closely. This involves providing ongoing feedback and conducting a performance review at the predetermined time. If improvements are noted, it is essential to acknowledge the progress and discuss ways to sustain it. Conversely, if performance has not improved, employers may need to revisit the previous steps or consider formal action. **Step 6: Keep Records** The final step stresses the importance of maintaining detailed records of all discussions and outcomes related to the performance management process. This documentation can be vital for future reference and accountability. The checklist concludes by directing readers to additional resources available through the Fair Work Ombudsman’s online learning courses, which provide further guidance on managing performance issues. Overall, the document serves as a valuable resource for employers seeking to navigate the complexities of employee performance management with clarity and fairness.

Original content extracted from the source document.

Managing underperformance - the 'initial steps' checklist

The following checklist has been created to help you manage underperformance in your business.

Step 1: Identify the issue

□ Start by writing down specific examples of your employee's behaviour that's causing an issue, and when it's occurring. Gather any documents that demonstrate the issue (eg. work examples, complaints or performance statistics).
□ Also write down why the behaviour is an issue - it may be affecting your business, other employees, customers or the safety of the workplace.
□ Write down how the behaviour needs to change.

Step 2: Assess the issue

□ Before you meet with your employee, think about how serious the issue is and how long it's existed.
□ Assess how wide the gap is between what you expect of your employee and what they're doing.
□ Think about the possible cause of the issue - make sure you keep an open mind.

Step 3: Meet with your employee

□ Discuss the issue with your employee as soon as possible - ignoring it is likely to make it worse.
□ Arrange to meet with your employee at a time and in a place where you won't be interrupted, overheard or rushed.
□ Let your employee know in advance what the discussion will be about so they don't feel ambushed.
□ Allow the employee to bring a support person of their choice to the meeting, if they want to.

A support person may be a co-worker, family member, friend or union representative. Their role is to support the employee during the meeting, not to speak or advocate for them.

□ Clearly describe the issue, using examples, along with how it's affecting the business.
□ Invite your employee to respond.
□ Explore the issue and possible causes by asking open questions.

The Fair Work Ombudsman is committed to providing you with advice that you can rely on.

The information contained in this template is general in nature. If you are unsure about how it applies to your situation you can call our Infoline on 13 13 94 or speak with a union, industry association or a workplace relations professional.

□ Make sure the employee understands the change required.
□ Think about the impression that your body language gives - face the employee, adopt an open posture, maintain good eye contact and try to be relaxed.

Giving constructive feedback can be difficult. For more information about having difficult conversations see our online learning courses at www.fairwork.gov.au/learning.

Step 4: Jointly devise a solution

□ Explore possible solutions by asking open questions.
□ Invite your employee to suggest solutions.
□ Agree on a way to resolve the issue.
□ Offer appropriate support (eg. training).
□ Agree on a time for your employee to improve their performance and set a date for review.

Step 5: Monitor performance

□ Make sure you follow through with any training or other support that you offered to your employee.
□ Monitor your employee's progress and provide ongoing feedback - be very clear.
□ Meet with the employee to review their performance at the agreed time.
□ If your employee's performance has improved, acknowledge that the issue has been resolved and discuss how to maintain the improvements - continue to offer support and encouragement.
□ If your employee's performance hasn't improved, extend or repeat the process, or consider progressing to the formal steps.

Step 6: Keep records

□ Keep notes of your discussions with your employee and the outcome of the process.

Find out more

For more information about managing performance see our online learning courses at www.fairwork.gov.au/learning.

Chunk 0 from Page 1 (Managing underperformance - the 'initial steps' checklist)

The following checklist has been created to help you manage underperformance in your business.

Chunk 1 from Page 1 (Step 1: Identify the issue)

□ Start by writing down specific examples of your employee's behaviour that's causing an issue, and when it's occurring. Gather any documents that demonstrate the issue (eg. work examples, complaints or performance statistics).
□ Also write down why the behaviour is an issue - it may be affecting your business, other employees, customers or the safety of the workplace.
□ Write down how the behaviour needs to change.

Chunk 2 from Page 1 (Step 2: Assess the issue)

□ Before you meet with your employee, think about how serious the issue is and how long it's existed.
□ Assess how wide the gap is between what you expect of your employee and what they're doing.
□ Think about the possible cause of the issue - make sure you keep an open mind.

Chunk 3 from Page 1 (Step 3: Meet with your employee)

□ Discuss the issue with your employee as soon as possible - ignoring it is likely to make it worse.
□ Arrange to meet with your employee at a time and in a place where you won't be interrupted, overheard or rushed.
□ Let your employee know in advance what the discussion will be about so they don't feel ambushed.
□ Allow the employee to bring a support person of their choice to the meeting, if they want to. A support person may be a co-worker, family member, friend or union representative. Their role is to support the employee during the meeting, not to speak or advocate for them.
□ Clearly describe the issue, using examples, along with how it's affecting the business.
□ Invite your employee to respond.
□ Explore the issue and possible causes by asking open questions. The Fair Work Ombudsman is committed to providing you with advice that you can rely on. The information contained in this template is general in nature. If you are unsure about how it applies to your situation you can call our Infoline on 13 13 94 or speak with a union, industry association or a workplace relations professional.

Chunk 4 from Page 1 (Step 3: Meet with your employee)

□ Make sure the employee understands the change required.
□ Think about the impression that your body language gives - face the employee, adopt an open posture, maintain good eye contact and try to be relaxed. Giving constructive feedback can be difficult. For more information about having difficult conversations see our online learning courses at www.fairwork.gov.au/learning.

Chunk 5 from Page 1 (Step 4: Jointly devise a solution)

□ Explore possible solutions by asking open questions.
□ Invite your employee to suggest solutions.
□ Agree on a way to resolve the issue.
□ Offer appropriate support (eg. training).
□ Agree on a time for your employee to improve their performance and set a date for review.

Chunk 6 from Page 1 (Step 5: Monitor performance)

□ Make sure you follow through with any training or other support that you offered to your employee.
□ Monitor your employee's progress and provide ongoing feedback - be very clear.
□ Meet with the employee to review their performance at the agreed time.
□ If your employee's performance has improved, acknowledge that the issue has been resolved and discuss how to maintain the improvements - continue to offer support and encouragement.
□ If your employee's performance hasn't improved, extend or repeat the process, or consider progressing to the formal steps.

Chunk 7 from Page 1 (Step 6: Keep records)

□ Keep notes of your discussions with your employee and the outcome of the process.

Chunk 8 from Page 1 (Find out more)