17 Jun 2025
Overseeing efficient working is no mean feat within any business, so Kyle Williams from Worknest gives his top tips on how not to fail in this important role
Kyle Williams
Job Title
Image: insta_photos/ Adobe Stock
Poor performance can significantly impact a practice, undermining efficiency, morale and overall success. Effective performance management is key to addressing these issues and maintaining a positive, productive workplace where employees are motivated to reach their full potential. However, it can be difficult to get it right, and it is an area where many organisations falter.
So, where do managers go wrong, what are the most common mistakes and how can they be avoided? Understanding this will help the practice tackle performance management challenges, while protecting its business against legal risks.
The cornerstone of effective performance management is a fair and transparent process.
When performance issues arise, it is important to investigate them thoroughly, providing the employee with both time and a chance to improve. Managers should consider factors such as disabilities or personal circumstances that might affect performance. For instance, if an employee’s performance dips due to health-related issues, exploring reasonable adjustments to their workload or environment may be necessary. A consistent approach is vital; if one employee is given one or two months to improve, all employees in similar situations should be afforded the same opportunity. This consistency lowers the risk of claims for unfair dismissal and boosts morale by fostering a sense of fairness.
Next, it would help to develop a documented performance management policy. It should include clear steps for escalation and resolution, and ensure all managers are trained to apply the policy uniformly. Utilise performance improvement plans that outline specific goals, timeframes and supportive measures.
A common mistake that employers often make is the confusion between performance issues and matters of concern that fall into the category of misconduct.
Performance issues relate to an employee’s ability to fulfil their role to the expected standard and should be managed via the performance management procedure. This includes offering constructive feedback and support to help the employee improve.
In contrast, misconduct involves breaches of company policy or conduct standards, and should be addressed through the disciplinary process. Keeping these processes distinct helps ensure that performance management remains a growth-oriented exercise rather than a punitive one.
It is important to ensure that managers are educated to identify and categorise issues correctly. Regular training and clear examples of what constitutes performance issues versus misconduct can prevent misclassification.
Employers have a responsibility to provide adequate support and opportunities for employees to enhance their performance. This means more than just annually reviewing performance; it involves ongoing feedback and a structured plan for improvement. Employees should be given realistic targets and timelines for improvement, supported by training or resources if needed. Simply stating, “you’re not performing, so you’re out” is not adequate or fair, and can affect the legality of any dismissal decision. By facilitating a supportive environment and clearly outlining pathways for improvement, organisations can foster a motivated and productive workforce.
Employers should encourage monthly check ins between employees and managers to discuss progress and address any concerns promptly. Providing access to professional development programmes or workshops can empower employees to raise their performance levels.
Proper documentation is a critical component of an effective performance management process. Employers should meticulously document every step, from meetings and feedback sessions to action plans and follow ups.
Thorough documentation not only provides a clear record of the process followed, but also supports any actions taken, helping to protect the organisation against legal risks. Documenting the rationale behind decisions, the support offered and the outcomes can demonstrate fairness and transparency, which is invaluable if challenged.
It is crucial for organisations to ensure that their performance management procedures are equitable and free from discrimination. In situations where an employee’s poor performance is attributable to or exacerbated by a disability, it is imperative for the organisation to adhere to a comprehensive and equitable capability process.
Initially, employers should engage in discussions with the underperforming employee to assess performance-related issues and understand how their disability influences both their personal life and job performance. It is equally important for employers to clearly articulate the expected standards of work and, again, to explore reasonable adjustments.
When determining what adjustments are reasonable, organisations should take into account both the nature of the employee’s disability and the specific demands of their role. The objective is to establish an environment where employees with disabilities can function effectively without encountering significant obstacles.
Examples of supportive measures that could be offered to any employee include providing additional training or support, enabling flexible working arrangements, modifying an employee’s role, reassigning non-essential duties, or even adapting performance assessments or capability procedures to consider the impact of their disability.
Employers should meticulously document the discussions held with the employee, detailing any agreed adjustments or those not implemented, along with the reasons why. Additionally, employers should gather and consider all relevant evidence, including occupational health assessments and other pertinent medical information, before progressing to formal action. Keeping a record of the employee’s perspective on how much time they might need to take off due to their disability is also beneficial.
Moreover, organisations should not shy away from addressing performance issues simply because an employee is disabled. If an employee is not informed that their performance is subpar and formal action is taken against them, the employer may risk facing disability discrimination and/or unfair dismissal claims.
