Setting the right foundations

Performance management starts at the point of hire. A clear job description, agreed objectives during probation, and regular check-ins from day one create a foundation that makes everything else easier.

When expectations are clear from the start, concerns can be raised early and without the conversation feeling like an ambush. Most performance issues that escalate to formal processes could have been addressed weeks or months earlier.

One-to-ones and appraisals

Regular one-to-one meetings are the backbone of good performance management. They are the place where concerns are raised, support is offered, progress is discussed, and feedback flows in both directions.

A formal appraisal, typically held annually or twice-yearly, should not contain surprises. It should be a structured summary of the conversations you have been having throughout the year, with clear objectives agreed for the period ahead.

We build appraisal templates and one-to-one frameworks for clients that are straightforward to use and provide the documentation you need.

When informal is not enough

If informal conversations are not producing improvement, or if the concern is serious enough to warrant a more structured approach, a Performance Improvement Plan may be the right next step. A PIP sets out the specific concerns, the standards required, the support being offered, and the timeline for review.

We design and support PIP processes for clients, making sure they are fair, clearly communicated, and legally defensible.

Documentation is everything

If it is not written down, it did not happen. After every significant performance conversation, send a brief follow-up email summarising what was discussed, what was agreed, and what the next step is. This takes five minutes and is the single most effective thing you can do to protect your position if things escalate.