Posted on Oct 23, 2012 by Hayley Anderson
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It was great to see so many people at our Managing Staff Performance Seminar
this morning to hear Hannah Roche
, Head of Employment at MBM Commercial and Michelle Herron
from Enhance People Consultants talk about the importance of effective performance management, best practice tips and the risks for businesses of falling foul of the legislation. Hopefully everyone who attended took away something valuable from the seminar.
For anyone who would have liked to have attended but who couldn’t make it along this morning, the main points from the seminar are summarised below:
- Effective performance management should involve establishing goals and the plan for achieving them
- Performance management should be ongoing and not restricted to a yearly appraisal
- Providing employees with feedback – both good and bad – is crucial for effective performance management and following up on the feedback is essential
- By not dealing with an underperforming employee, employers are doing a disservice to the good performers as they will be required to carry more responsibility
- Implement a Performance Management Procedure in writing and ensure that this is followed – alternatively follow ACAS Code on Disciplinary and Grievance Procedure. Failure to do so may result in an finding of unfair dismissal and an uplift of 25% on an Employment Tribunal compensation award
- Keep an accurate paper trail of all performance management meetings and any performance improvement plans
- Avoid discrimination in performance management – particularly possible disability discrimination. Finding out the facts from the outset will help avoid this.
- Set clear, achievable goals and give a reasonable opportunity for improvement. Offer assistance where appropriate
- Make sure employees are aware that failure to improve may lead to dismissal
The Q&A session which followed the seminar also raised a number of interesting points, including a healthy discussion around the importance of making effective use of probationary periods.
The value of the probationary period can often be overlooked by employers, particularly if there is no increase in the notice period required to be given to the employee once the probationary period is completed and also given the recent increase in the qualifying period for unfair dismissal. However, as both Hannah and Michelle pointed out, the probationary period can serve as a motivational tool for employees when they commence new employment and a good starting point for ongoing performance management. It's also a great way to make employees feel integrated into the business once the probationary period is successfully completed.
Thanks again to everyone who attended. If anyone would like any further information on any aspect of Performance Management or employment law in general please do not hesitate to get in touch with either myself or Hannah. We will be in touch soon with details of our next employment law breakfast seminar.