There is no actual time limit, however you must be reasonable, so it would be likely that some weeks or even a few months might be required. You are not expected to accommodate a person [...]
No, this is poor practice, the persons manager knows what their work outputs should be, knows how they have been performing and they are therefore the best suited to conduct the process. Only in extreme [...]
It finishes when either the employee’s performance has improved sufficiently for you as the manager to no longer be concerned. Or, where it has been decided that the performance issues have deteriorated further or not [...]
As soon as you see a problem, but it does not need to be a formal process straight away, perhaps a quick word to the person will correct the issue, make a note of it [...]
Yes, consistency is essential, if not you run the risk of being accused of being discriminating and the employees with agreements may feel marginalized.
Under no circumstances should you approve a person’s probation report whilst they are not performing. You should consider extending the probation period or not confirming the appointment based on non-suitability issues, covered by the probation [...]
You should always make notes of your conversations with employees that are involved in a performance management processes, and this can also be achieved by using a well-structured template.
Yes it does, however like most things it’s about commitment. If both parties commit to the process then it can be a productive process. If on the other hand there is no commitment to the [...]
This will depend on the situation, however if you find that a person simply needs training and mentoring then this is likely to be within your capacity as an employer. If the employee is struggling [...]
Meet with your staff regularly and set up performance meetings 6 monthly. Well-structured processes run on a yearly program, with a 6-month interim meeting to ensure that targets are being met. The key to this [...]