Page 18 - DRG HR HANDBOOK- Nikita Pillay

PERFORMANCE MANAGEMENT

And, when discussing shortfalls in any area, it is important the employee’s performance against the agreed
to check that the employee: action plan.
ƒ Is aware that it is a task that is required of them The employer should keep a written record of all

ƒ Has been shown what is required discussions relating to poor performance in case further
action is required.
ƒ Understands the gap between what is happening
and what is required Generally, it may also be used as evidence if legal action
is taken about the matter.
STEP 4 – Jointly devise a solution
STEP 5 – Monitor performance
Where possible, it is important that a solution is jointly
The employer should monitor the employee’s performance
devised with the employee.
and continue to provide feedback and encouragement.
An employee who has contributed to the solution will be
A meeting to review and discuss the employee’s
more likely to accept and act on it.
performance should be held even if there is no longer an
When working out a solution, the employer should:
issue. This enables both parties to acknowledge that the
ƒ Explore ideas by asking open questions issue has been resolved.
ƒ Emphasise common ground The employer should provide both positive and negative

ƒ Keep the discussion on track feedback to the employee and should work with the
ƒ Focus on positive possibilities employee to ensure that performance improvements are
sustained.
ƒ Offer assistance, such as further training,
mentoring, flexible work practices or redefining More serious action may need to be taken if the employee’s
roles and expectations performance does not improve including further
counselling, issuing formal warnings and ultimately if the
A clear plan of action should be developed with the
issue cannot be resolved, termination of employment.
employee to implement the solution. This can be in the form
of a performance agreement or action plan. A performance
TERMINATION OF EMPLOYMENT
agreement or action plan can:
If an employee’s performance does not improve to an
ƒ Reflect an understanding of performance
acceptable standard, termination of their employment
expectations and what is to be achieved over the
may be an option. Employers cannot dismiss their
specified time period (performance improvement
employees in circumstances that are “harsh, unjust or
milestones)
unreasonable”.
ƒ Clarify roles and responsibilities of the employee
What is harsh, unjust or unreasonable will depend on
ƒ Include strategies for training and career
the circumstances of each case. However, it is important
development
to be fair to employees particularly when it comes to
ƒ Include timeframes for improvement (these may
termination of employment. They should be given reasons
vary depending on the issue and needs of the
for dismissal and an opportunity to respond to those
business; however, it is important to give an
reasons.
employee adequate time to improve their
Employers should not dismiss poor-performers without
performance)
having attended to the above requirements and without
ƒ Reinforce the value and worth of the role being
having followed proper procedure. Where the employer is
performed
at all unsure as to whether it is within its rights to dismiss a
A date should be set for another meeting with poor performer, it should first get advice from a reputable
18 the employee to review progress and discuss labour law expert.