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Document Id underperformance_meeting_plan.docx.pdf
Document Title Underperformance Meeting Plan.Docx
Reference https://docs.google.com/document/d/1lDG6hQj5nKw_McJRlSRoW8pTKqlwNngN/export?format=pdf
Publisher Not specified
Categorization Human Resource Management Performance Management
Document Source 5923 characters in 0 pages. (pdf)
Tags underperformance, employee management, performance improvement, meeting template, workplace relations
The document is a template designed to assist managers in preparing for formal underperformance meetings with employees. It outlines the purpose of such meetings, which is to ensure employees understand performance expectations, have a documented improvement plan, and are aware of potential consequences for continued underperformance. The template is color-coded for ease of use, requiring managers to fill in specific details related to the employee and situation. It provides a structured approach, including steps to take before, during, and after the meeting, emphasizing the importance of clear communication and documentation. The document also encourages managers to actively listen to employee feedback and to consider their input in the performance improvement process. It serves as a practical guide for addressing performance issues in a fair and organized manner.
The "Underperformance Meeting Plan - Template" is a structured guide aimed at helping managers conduct formal meetings with employees who are underperforming. The document emphasizes the importance of clarity in communication regarding performance expectations and the necessity of documenting the improvement process. It is designed for use alongside a checklist for managing underperformance, ensuring that both the manager and employee are aware of the steps involved in addressing performance issues. The template is color-coded for ease of use, allowing managers to replace placeholder text with specific information relevant to the employee in question. It outlines three main steps: preparation before the meeting, conducting the meeting, and follow-up actions after the meeting. **Step 1: Before the Meeting** In this initial phase, managers are encouraged to gather all necessary information and documentation related to the employee's performance. This includes scheduling the meeting, identifying attendees (such as witnesses or support persons), and preparing a summary of the performance issues at hand. Managers should provide specific examples of the underperformance, outline previous attempts to address the issue, and detail any support provided to the employee. This preparation is crucial for ensuring that the meeting is focused and productive. **Step 2: During the Meeting** The meeting itself should be guided by the prepared summary, but managers are advised to remain flexible and open to discussion. It is important to invite the employee to share their perspective and to actively listen to their responses. This two-way communication can help identify potential solutions and demonstrate the manager's commitment to supporting the employee's improvement. The manager should ensure that all key points are covered while allowing the employee to contribute to the conversation. **Step 3: After the Meeting** Following the meeting, managers should take detailed notes on what was discussed, including any additional points raised by the employee. This documentation is essential for tracking progress and ensuring accountability. The template also includes a section for outlining next steps, which may involve setting performance improvement goals, scheduling follow-up meetings, and documenting any warnings or plans for further action. The document concludes with a reminder that the information provided is general in nature and encourages managers to seek further assistance if needed, such as contacting the Fair Work Infoline or consulting with workplace relations professionals. Overall, this template serves as a comprehensive tool for managing underperformance in a structured and fair manner, promoting a clear understanding of expectations and fostering an environment conducive to improvement.

Original content extracted from the source document.

Underperformance meeting plan - template

You can use this template to help you prepare for a formal underperformance meeting. We recommend that you use this plan in conjunction with our Managing underperformance - the formal steps checklist

Conducting a formal underperformance meeting will make sure your employee:

  • has a clear understanding of what's required of them
  • has a documented plan for improving their performance is aware of the consequences if their performance doesn't improve.

This template has been colour coded to help you complete it. You simply need to replace the red < > writing with what applies to your employee and situation.

Explanatory information is shown in blue italics to assist you and should be deleted once you have completed the agreement.

Suggested steps for developing an underperformance meeting plan

For more information on managing underperformance, see our online learning courses at www.fairwork.gov.au/learning. For information about minimum employment rights and entitlements you can also call the Fair Work Infoline on 13 13 94 or visit www.fairwork.gov.au .

Step 1: Before the meeting

Before the underperformance meeting,you can use the template to record the details of the meeting.

  • When and where you will meet with your employee
  • Who will attend the meeting.

Attendees will include you and the employee, any witness / note-taker that you ask to attend the meeting and any support person (eg. a co-worker, family member, friend or union representative) that the employee chooses to bring to the meeting.

Also use the plan to prepare a summary of:

  • Why you are meeting with the employee - what the underperformance issue is and why it's an issue. Use specific examples and focus on facts
  • What steps that you've taken in the past to resolve the issue (eg. feedback and warnings) as well as any support that you've provided (eg. training)
  • How you would like to move forward with the employee at this point in time, including any further support or assistance that you will provide.

Use dot-points so you have the information you need clearly set out in front of you.Make sure you take any relevant paperwork with you (e.g the employee's performance agreement, job description and any performance improvement plan) and any documents that demonstrate the underperformance (eg. work examples, customer complaints or performance statistics).

Step 2: During the meeting

During the meeting, use your summary to guide what you say to your employee, and to make sure you cover everything you need to.

Don't read from the summary like a script, though. You might think of other things you need to cover, and you need to give the employee a chance to contribute.

Make sure you invite the employee to respond to what you've said and give them the opportunity to explain their performance. Ask them what they think can be done to improve their performance. Keep an open mind, actively listen, and ask open questions when you want to find out more. What the employee says may influence how you decide to move forward with the employee.

Step 3: After the meeting

Immediately after the meeting, make thorough notes of what was discussed in the meeting, including anything that you covered that wasn't in your summary, as well as anything the employee said.

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.

UNDERPERFORMANCE MEETING PLAN

Details

Date:

<date>

Time:

<time>

Location:

<location>

Attendees:

<attendees>

Reason for the meeting

<reason>

eg.

  • Sean - ongoing lateness.
  • Late for work four out of five mornings last week. Shift starts at 10.00 am: Monday, Tuesday and Thursday - arrived at work at 10.15 am; Friday arrived at work at 10.30 am.
  • This means no-one to cover start of shifts: call wait times are longer, customers are complaining, other team members have to carry the workload and are getting stressed, KPIs are not being met.

Background

<background>

eg.

  • Raised issue of lateness twice this month at weekly catch-ups (3/2 and 10/3) - no reason given.

Details

  • On 3/2 also offered swap to afternoon shift if more suitable - declined.
  • On 10/3 gave verbal warning.

Next steps

<next steps>

eg.

  • First written warning.
  • Put performance improvement plan in place: arrive at work on time for the next six weeks; communicate unexpected and unavoidable lateness (e.g. train delays) to supervisor by phone as soon as possible.
  • Schedule meeting for 28/04 to review performance. If not enough improvement by then, final written warning.

| Task list | Due date | |---------------------------------------------------------------------------------------------------------------------------------------|------------------| | Make a list of what you need to do next, and by when. eg. Make record of meeting; provide copy to Sean and ask him to sign. | | | eg. Prepare first written warning; provide copy to Sean and ask him to sign. | eg. Tomorrow. | | | eg. Tomorrow. | | eg. Prepare performance improvement plan; provide copy to Sean and ask him to sign. | eg. End of week. | | eg. Schedule meeting with Sean to review performance; also review in the meantime during weekly catch-ups. | Eg. 28/04. |

Chunk 0 from Page 1 (Underperformance meeting plan - template)

You can use this template to help you prepare for a formal underperformance meeting. We recommend that you use this plan in conjunction with our Managing underperformance - the formal steps checklist Conducting a formal underperformance meeting will make sure your employee:

  • has a clear understanding of what's required of them
  • has a documented plan for improving their performance is aware of the consequences if their performance doesn't improve. This template has been colour coded to help you complete it. You simply need to replace the red < > writing with what applies to your employee and situation. Explanatory information is shown in blue italics to assist you and should be deleted once you have completed the agreement.
Chunk 1 from Page 1 (Suggested steps for developing an underperformance meeting plan)

For more information on managing underperformance, see our online learning courses at www.fairwork.gov.au/learning. For information about minimum employment rights and entitlements you can also call the Fair Work Infoline on 13 13 94 or visit www.fairwork.gov.au .

Chunk 2 from Page 1 (Step 1: Before the meeting)

Before the underperformance meeting,you can use the template to record the details of the meeting.

  • When and where you will meet with your employee
  • Who will attend the meeting. Attendees will include you and the employee, any witness / note-taker that you ask to attend the meeting and any support person (eg. a co-worker, family member, friend or union representative) that the employee chooses to bring to the meeting. Also use the plan to prepare a summary of:
  • Why you are meeting with the employee - what the underperformance issue is and why it's an issue. Use specific examples and focus on facts
  • What steps that you've taken in the past to resolve the issue (eg. feedback and warnings) as well as any support that you've provided (eg. training)
  • How you would like to move forward with the employee at this point in time, including any further support or assistance that you will provide.
Chunk 3 from Page 1 (Step 1: Before the meeting)

Use dot-points so you have the information you need clearly set out in front of you.Make sure you take any relevant paperwork with you (e.g the employee's performance agreement, job description and any performance improvement plan) and any documents that demonstrate the underperformance (eg. work examples, customer complaints or performance statistics).

Chunk 4 from Page 2 (Step 2: During the meeting)

During the meeting, use your summary to guide what you say to your employee, and to make sure you cover everything you need to. Don't read from the summary like a script, though. You might think of other things you need to cover, and you need to give the employee a chance to contribute. Make sure you invite the employee to respond to what you've said and give them the opportunity to explain their performance. Ask them what they think can be done to improve their performance. Keep an open mind, actively listen, and ask open questions when you want to find out more. What the employee says may influence how you decide to move forward with the employee.

Chunk 5 from Page 2 (Step 3: After the meeting)

Immediately after the meeting, make thorough notes of what was discussed in the meeting, including anything that you covered that wasn't in your summary, as well as anything the employee said. 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 6 from Page 3 (UNDERPERFORMANCE MEETING PLAN)

Details Date: Time:

Chunk 7 from Page 3 (<reason>)

eg.

  • Sean - ongoing lateness.
  • Late for work four out of five mornings last week. Shift starts at 10.00 am: Monday, Tuesday and Thursday - arrived at work at 10.15 am; Friday arrived at work at 10.30 am.
  • This means no-one to cover start of shifts: call wait times are longer, customers are complaining, other team members have to carry the workload and are getting stressed, KPIs are not being met.
Chunk 8 from Page 3 (Background)
eg. - Raised issue of lateness twice this month at weekly catch-ups (3/2 and 10/3) - no reason given.
Chunk 9 from Page 4 (Details)
  • On 3/2 also offered swap to afternoon shift if more suitable - declined.
  • On 10/3 gave verbal warning.
Chunk 10 from Page 4 (<next steps>)

eg.

  • First written warning.
  • Put performance improvement plan in place: arrive at work on time for the next six weeks; communicate unexpected and unavoidable lateness (e.g. train delays) to supervisor by phone as soon as possible.
  • Schedule meeting for 28/04 to review performance. If not enough improvement by then, final written warning. Make a list of what you need to do next, and by when. eg. Make record of meeting; provide copy to Sean and ask him to sign., Due date = . eg. Prepare first written warning; provide copy to Sean and ask him to sign., Due date = eg. Tomorrow.. , Due date = eg. Tomorrow.. eg. Prepare performance improvement plan; provide copy to Sean and ask him to sign., Due date = eg. End of week.. eg. Schedule meeting with Sean to review performance; also review in the meantime during weekly catch-ups., Due date = Eg. 28/04.
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