Addressing how someone is doing.
WHAT ONGOING MANAGEMENT REQUIRES
Regular conversation Specific feedback, close to events Recognition when things go well Early attention when they do not
WHY EARLY ATTENTION MATTERS
Problems raised late are harder to fix and unfair to the person.
WHAT TO DO WHEN PERFORMANCE FALLS SHORT
Establish the cause before acting.
WHAT CAUSES ARE COMMON
Unclear expectations Insufficient training Missing tools or information Personal circumstances Capability Motivation
WHY THE CAUSE MATTERS
Each requires a different response, and most are not disciplinary.
WHAT TO DO FIRST
Have a direct, private conversation.
WHAT TO COVER
What you have observed, specifically What is expected What might be getting in the way What support would help What will happen next
WHY SPECIFIC OBSERVATIONS
General characterisations are disputed; specific instances are not.
WHAT TO AGREE
What improvement looks like, and by when.
WHAT TO RECORD
The conversation, briefly, with the date.
WHY
Memory diverges, and formal steps later depend on the record.
WHAT TO DO IF IT DOES NOT IMPROVE
Move to a formal process, per your policy.
WHAT A FORMAL PROCESS REQUIRES
Clear notice of the concern An opportunity to respond Support offered Time to improve Records throughout
WHAT TO TAKE ADVICE ON
Anything heading toward dismissal.
