People & Organisational Development

Managing & Supporting Performance - Improved Performance Required

Addressing Concerns Informally

Even in high-performing teams, there may be times when a colleague's performance starts to fall below the expected standard. Addressing concerns early, informally, and supportively can often resolve issues before they escalate. 

Why Informal Management Matters

Most performance issues can be resolved without formal action, especially when concerns are raised early and handled with care. Informal conversations, when approached constructively, help colleagues understand expectations, feel supported, and take ownership of their improvement. 

 

Key Actions for Line Managers

1. Spot the signs and prepare to act

• Use regular check-ins to monitor performance and identify early signs of concern.
• If performance dips, don't wait for a formal review, raise the issue promptly, but sensitively.
• It would be expected that any issues will already have been raised at least once through routine management and the colleague haven been given an early opportunity to improve their performance before reaching an informal performance discussion. 
• Where routine management has failed to resolve the matter, a more structured Informal Performance Discussion may be required.

2. Prepare for the conversation

• Choose a confidential and private setting for the conversation. Performance concerns should never be discussed in public spaces like an open-plan office or corridor.
• Gather relevant information such as:
  
  • The colleague's job description and agreed objectives.
  • Specific examples of underperformance or missed expectations.
  • Any previous notes from check-ins or informal discussions.
• The Performance Improvement Plan (PIP) should be used to guide your conversation and record outcomes.  

3. During the meeting

• Explain the purpose of the meeting and reassure the colleague that the aim is to support improvement.
• Clearly outlline the performance concerns, using specific examples and evidence.
• Discuss the impact of the underperformance and why improvement is important.
• Explore possible causes together:
  • Are expectations clear?
  • Has the colleague had the right support, training, or equipment?
  • Are there personal, health, or workplace factors affecting performance?
  • Consider whether an Occupational Health referral may be required.
• Agree on the support needed, this might include training, mentoring, coaching or adjustments. 
• Set clear expectations for improvement and agree a monitoring period. 
• Confirm any next steps, including review meetings and the potential for formal escalation if no improvement is made. 

4. After the meeting

• Record the discussion and share it with the colleague using the . 
• Begin implementing any agreed support or actions immediately. 
• Schedule a follow-up review meeting to monitor progress and adjust support as required.

5. Monitor Progress and Next Steps

• At each review, discuss progress against objectives, revisit any underlying issues, and assess the effectiveness of support.
• If performance improves to a satisfactory level, confirm this with the colleague and return to routine management.
• If concerns persist despite support, escalate to the formal stage in line with the Managing and Supporting Performance Policy. 

 

Creating a Supportive Path to Improvement

Addressing performance concerns informally is not about blame, it is about support, clarity, and collaboration. By taking early action, preparing thoughtfully, and following up consistently, managers can create a clear and supportive path to improvement that helps colleagues regain confidence, meet expectations, and avoid the need for formal escalation. 

Where performance does not improve desptie informal support, managers should seek advice and consider progressing to the formal stage.