Performance management processes that help you develop your team, set clear expectations, document performance issues, and address underperformance fairly. Compliant with Fair Work requirements and designed to reduce disputes.
The Challenge
You have no regular feedback system—issues only surface at annual review or when they're severe
Managers avoid difficult conversations, hoping poor performance will improve on its own
No documented expectations or KPIs for roles, so performance is subjective and inconsistent
You lack a clear performance improvement process, risking unfair dismissal claims
You terminate for poor performance without documenting prior feedback or attempts to support improvement
What's Included
Clear KPIs and performance standards for each role, based on job description and business needs.
System for regular feedback meetings, annual reviews, and addressing performance issues fairly and consistently.
Templates for 1:1 meetings, annual reviews, and performance improvement plans that guide fair and consistent conversations.
Fair and documented process for addressing underperformance, including clear expectations, support offered, and timelines.
Guidance on how to document performance conversations and issues in a way that's fair, objective, and creates a clear record.
Why It Matters
Performance management isn't just about addressing poor performance—it's about developing your team, clarifying expectations, and creating a culture of feedback and improvement. The best approach combines regular informal feedback with formal periodic reviews. This helps identify issues early, supports employee development, and creates a documented record if performance issues emerge. Fair Work law requires that if you terminate for poor performance, you must show that you gave the employee a fair opportunity to improve. That means clear communication of performance expectations, documented feedback, reasonable time to improve, and genuine efforts to support improvement. Without this documentation and process, a dismissal for performance could be found unfair. Performance management also improves morale—employees appreciate knowing where they stand and having regular feedback on their work.
Clear performance expectations documented for each role
Regular feedback and development conversations
Early identification and management of performance issues
Fair, documented process for addressing underperformance
Reduced risk of unfair dismissal claims
Improved employee engagement and development
The Process
Performance expectations and KPIs defined for each role based on job descriptions and business needs
Regular 1:1 meetings scheduled (weekly, fortnightly, or monthly) to discuss progress and provide feedback
Performance issues identified early and addressed informally first (coaching, training, support)
If informal approaches don't work, formal performance management process begins with clear expectations and timelines
Regular reviews track improvement and document progress or ongoing issues
After fair process and opportunity to improve, decisions made about role fit or termination
Best For
Managers who want to develop their team and provide regular feedback
Businesses with performance issues who need a fair, documented approach
Growing teams where consistency across managers is important
Owners wanting to reduce risk if performance management and potential termination are needed
Complementary Services
Fair and procedurally sound disciplinary processes for addressing misconduct, policy breaches, and serious incidents. Compliant with Fair Work principles of natural justice and designed to withstand scrutiny if disputes arise.
Guidance and support for fair, legally compliant terminations. Whether terminating for performance, misconduct, or redundancy, we ensure the process is fair, properly documented, and defensible under the Fair Work Act.
Guidance and support for workplace disputes: unfair dismissal claims, underpayment claims, discrimination claims, and Fair Work Commission procedures. Includes case preparation, evidence gathering, and advocacy support.
FAQ
At minimum annually, but more frequent feedback is more effective. Monthly or quarterly check-ins are better than annual reviews, with an annual formal review summarizing the year.
Yes, but only if you've given them a fair chance to improve. You need to identify the performance issue clearly, explain what needs to improve, give them reasonable time to improve, and document the process. Without this, dismissal could be unfair.
If you've followed a fair process (clear expectations, feedback, reasonable time to improve, documented attempts to support improvement), and there's been no improvement, dismissal may be justified.
Yes. Written performance improvement plans ensure clarity and create a documented record. They should detail what needs to improve, by when, what support you'll provide, and what will happen if improvement isn't achieved.
Expectations should be based on the job description, role level, and industry standards. They should be measurable where possible and achievable with reasonable effort. Unreasonable expectations might be challenged in a dispute.
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