Advising managers: conducting informal performance management meetings
Advising managers: conducting informal performance management meetings

The following Employment guidance note provides comprehensive and up to date legal information covering:

  • Advising managers: conducting informal performance management meetings
  • Establishing the nature of the under-performance and the reasons behind it
  • Agreeing ideas to eliminate the problem
  • Feedback
  • Coaching
  • Agreeing an action plan

An informal performance management meeting can usefully be divided into two phases:

  1. explaining in discussion with the employee what the gap is between his actual performance and the performance that is expected of him, and then establishing what the reasons are for this under-performance

  2. agreeing ideas on how to eliminate that gap

For further information, see Advising managers: management of under-performers.

Establishing the nature of the under-performance and the reasons behind it

While there will be a requirement for the manager to give a certain amount of feedback (see Feedback, below), the most powerful tool to use during the meeting is effective questioning. The manager may be very aware of the issues, but it is important that the employee also recognises what the issues are and the reasons behind them.

For example, in a meeting addressing poor skills in written communications, some of the following questions might be useful:

  1. how would you describe your writing skills?

  2. do you enjoy writing letters and emails?

  3. do you feel you have an acceptable level of attention to detail?

  4. what issues have recently arisen with regard to letters and emails you’ve produced?

  5. has there been a pattern of similar problems with letters and emails you’ve written?

  6. how do you think other people view your writing skills?

  7. how important do you think good writing skills are?

  8. does