Managing Underperformance Policy and Procedure

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1. POLICY STATEMENT • The Authority recognises the need for a clear, fair and consistent policy and procedure for managing performance. • The organisation recognises the importance of individual performance and will endeavour to ensure that employees achieve and maintain a high standard of performance in their work by providing appropriate training and support to meet these standards. To this end the organisation will establish fair and achievable standards that are communicated clearly by line managers and performance is monitored. • It is further recognised that there are occasions when an individual’s performance may not meet the expected standards. In these circumstances the aim of the Authority is to support the employee to improve their performance within a timeframe to meet the needs of the Service and reasonable expectations on the employee. This will be achieved through the provision of appropriate resources; training, coaching and counselling to assist employees to develop in their role. • The Managing Underperformance procedure has been designed to ensure that concerns over performance are dealt with fairly and transparently and that steps are taken to establish the facts. • Where is it found that poor performance is within the employees control or wilful ie negligence, carelessness or unwillingness by the individual to co-operate in any training or development then the Disciplinary Procedure will be applied. • Where an employee is incapable of performing their duties due to long term ill health, then the ‘Health & Sickness Absence’ policy applies. 2. APPLICATION Scope • This policy applies to all employees directly employed by the Authority on permanent and fixed term contracts of employment with the exception of the Chief Fire Officer for whom a separate procedure applies. • This policy and procedure will not apply to employees on probation period. • This policy does not apply to agency workers contracted to work through a temporary agency. 3. RESPONSIBILITIES Employees are responsible for their performance. Line Managers are responsible for clearly communicating the standard required by the organisation to the employee. They are also responsible for providing, support and guidance to meet the required standard expected. Line Managers will provide the necessary training, development and coaching and provide a reasonable period of time for the employee to acquire relevant skills. Line Managers will regularly review performance matters with all employees against their TAPS/Performance Objectives. Department: Human Resources Author: Catherine Moroney - HR Approval: Policy Development Forum/Standards Committee Issue number: 02 Issue date: 14.09.08 Review Date: In line with new legislation/codes of practice
4. CONFIDENTIALITY The Authority recognises the need so far as reasonably practicable to keep matters confidential through the Managing Underperformance procedure. Only those individuals directly involved in the matter which includes Managers, representatives and Human Resources will be advised of the details on a ‘need to know’ basis. 5. EXAMPLES OF UNDER PERFORMANCE For a variety of reasons, employees who are conscientious, hard working, willing to improve and who have undertaken appropriate training may nevertheless be unable to fulfil the requirements of their role. This situation can arise, for example, where an individual has been recruited into a job for which they were unsuitable or it can arise when the nature of the role, technology or the complexity of the job, evolve over a period time. This can result in a mis-match between the job and the individual’s capability to perform it. The employee will be advised of what is expected and, how their performance will be measured. If performance levels deteriorate the watch manager or equivalent, or more senior depending on the employee’s status in the organisation, may refer to role descriptions/job descriptions, standard operating procedures, and national occupational standards. This is not an exhaustive list but any measures that are used will be set objectively and based on role maps and job descriptions. The manager will also have a discussion with the employee to understand the reason for the poor performance, and offer help and support. If the employee’s performance continues to deteriorate the Managing under Performance policy will be invoked. In normal circumstances sanctions would be applied in sequence, however in serious cases the organisation reserves the right to start the procedure at any stage with the proviso that the sanction of dismissal/redeployment would not be applied unless there has been a second formal stage. 6. FRAMEWORK FOR MANAGING UNDER PERFORMANCE 6.1 INFORMAL Prior to invoking the formal procedure, managers should have discussed any performance issues with the employee and attempted to resolve them informally through the use of counselling, coaching and/or training as appropriate. Such informal discussions may be held with a view to (for example): o Clarify the required standards o Indentifying areas of concern o Establishing the likely causes of poor performance and identifying any training needs o Setting targets for improvement and/or o Agreeing a timescale for review Where poor performance is highlighted it is important that the employee is given specific examples to demonstrate where performance has fallen below agreed standards and what needs to be done by the individual to improve the position is clearly explained. The discussion should highlight what training/coaching/counselling/other measures will be provided in order to achieve the required level of performance. The agreed actions, support, and timescales should be clearly documented in an action plan and provided to the employee. Managers should recognise that there may be some external factors affecting the employee’s performance although these may not always be apparent. It is important that the employee brings these to the manager’s attention. Employees should be assured that support and consideration will be given to those who inform their manager about personal domestic, and/or health difficulties that are affecting their performance at work. Details of the discussion should be held as a file note and a copy provide to the employee. Department: Human Resources Author: Catherine Moroney - HR Approval: Policy Development Forum/Standards Committee Issue number: 02 Issue date: 14.09.08 Review Date: In line with new legislation/codes of practice
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Managing Underperformance Policy and Procedure

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