The meeting

Preparing for the discussion

• Ensure there is sufficient time for the meeting and a suitable venue where there will be no distractions or interruptions
• Be clear about the exact nature of the problem
• Review all the available evidence
• Prepare questions to probe the issues with the individual
• Consider what a successful outcome may be
• Be ready to provide details of the support that is available

Holding the discussion

• Explain with clear and specific examples, how the individual's performance is below the required standard
• Discuss why the performance is below standard, asking open questions to help explore potential reasons for the problem
• Set objectives for improvement
• Set a timeframe for improvement
• Establish what training or other support may be required to facilitate improvement to the required standard
• Before closing the discussion, ask if the individual has anything else that they wish to raise
• Go over the key points to check the individual's understanding of the discussion
• Explain where you are in the process (warn about potential next steps)
• Make notes of the key points discussed
• Be ready to suspend the discussion if the individual reveals something unexpected, such as significant personal issues, circumstances or fresh evidence implicating another team member. This is particularly recommended if a) the individual is in an emotional state and needs time to recover b) time is needed to gather further evidence or c) further advice is needed.

Following up

• Send the individual the key points and actions agreed during the discussion
• Agree a time and date for a further meeting where progress can be reviewed and agree any additional actions
• Ensure any agreed supportive actions are put in place
• Complete your own actions

The number of review meetings and the timescale for improvement will depend on the particular performance issue and the work involved. They should be reasonable and proportionate while providing the individual with a genuine opportunity to improve.

If the situation does not improve following informal interventions (or if it is a conduct issue of sufficient seriousness) it may be appropriate to consider invoking the formal stage of the capability or disciplinary procedure. In this case, you should arrange to discuss this with your departmental HR Adviser. Timescales for considering implementing formal procedures are not exact and will depend on the facts and circumstances of each particular case.

Downloads

How to...Hold an informal capability meeting [pdf]A practical guide to talking to an employee about underperformance