Describe observable facts and their impact. A calm early conversation, clear expectations and genuine support often resolve issues before a formal process becomes necessary.
Define the concern without labelling the person
Replace broad descriptions such as negative, disruptive or unreliable with specific examples: what happened, when, who was affected and which reasonable expectation was not met.
Check the evidence and distinguish direct observation from hearsay. Consider whether the issue concerns conduct, capability, attendance, relationship conflict or a combination, because each route may require different questions and support.
- Use dates, examples and the effect on work
- Check policies, objectives and previous instructions
- Avoid personality judgements and loaded language
- Apply standards consistently across the team
Explore what may be driving the situation
Behaviour or performance can be affected by unclear expectations, workload, management style, inadequate training, conflict, health, disability or personal circumstances. Exploring the cause does not excuse unacceptable conduct; it helps the manager choose an effective response.
Use a private conversation and open questions. Do not diagnose health conditions or press for irrelevant personal details, but explain available support and consider whether reasonable adjustments may be relevant.
- Ask for the employee's account before reaching conclusions
- Listen for barriers the organisation can address
- Consider health, disability and workplace relationships
- Keep sensitive information appropriately restricted
Hold an early, direct conversation
Plan the outcome you need from the conversation and select two or three clear examples. Explain the concern, allow the employee to respond and agree what needs to change.
Stay calm if the employee becomes defensive. Acknowledge their perspective without abandoning the issue, refocus on facts and take a break if a productive conversation is no longer possible.
- Choose a private setting and sufficient time
- Explain facts, impact and expected standard
- Ask what support would help
- Summarise actions and review date in writing
Provide support and measure improvement
Support might include clearer priorities, training, coaching, equipment, mediation or closer supervision. Match it to the identified cause and make sure managers deliver what they promise.
Set a reasonable review period and use observable measures. Regular check-ins give the employee a chance to adjust and prevent surprises if the concern later moves into a formal procedure.
- A small number of specific expectations
- Named support with owners and dates
- Short, useful progress reviews
- Consistent written records of discussion
Know when a formal process is needed
Serious allegations may require immediate formal handling and a fair investigation. Repeated conduct or performance concerns may also move to a disciplinary or capability procedure after appropriate informal support.
Follow the relevant policy, avoid pre-judging the outcome and give the employee a fair opportunity to respond. Seek advice early where dismissal, discrimination, whistleblowing, safeguarding or significant conflict is possible.
- Choose the procedure that matches the concern
- Investigate before deciding what happened
- Separate roles where impartiality requires it
- Explain outcomes and any right of appeal
Originally published 29 September 2024. This guide provides general information for employers and is not legal advice. Employment law and guidance can change; check current requirements and take advice on the facts of a live situation.