Moving from a GLOW conversation into a Performance Conversation and Process

This guidance helps managers understand when and how to move from a GLOW conversation into a more focused performance conversation. It explains the difference between the two meeting types, how they complement each other, and why separating them helps maintain a supportive, fair and constructive approach to managing performance. 

Separating performance conversations from GLOW conversations creates clarity, ensures psychological safety, and reinforces the importance of sustained workplace performance, wellbeing and support.

GLOW Conversations are regular, meaningful discussions that allow colleagues to reflect, connect and talk openly about what really matters to them. 

Within GLOW conversations, managers may notice or gently explore early signs of performance shifts. However, this not the place for detailed scrutiny of a specific performance concern as while a GLOW conversation may be a route to spot concerns it is not intended to be the place to deal with persistent or defined performance concerns.  

There will be times when informal, supportive discussions within GLOW do not lead to the sustained improvement needed. In these cases, managers should schedule a separate performance conversation. This allows focused time to explore: 

  • The specific performance gap(s) 
  • What needs to change
  • What support is required
  • How progress will be monitored 

These conversations are more structured and detailed. They focus on tasks, outputs, behaviours, or patterns where expectations are not being met. It is important that this meeting is clearly labelled as a performance conversation so that it is not confused with a GLOW conversation. 

GLOW conversations continue separately, acting as routine check ins, focusing on wellbeing and the broader quality of the employee’s experience at work. They should not duplicate the in-depth discussions taking place within performance conversations.

Managers should consider whether the performance dip is temporary or whether it is becoming more sustained and frequent. Temporary examples of a dip in performance may include: 

  • Short term workload pressures 
  • Personal circumstances
  • Minor, time limited issues 

These issues may resolve through supportive discussion within regular GLOW conversations without the need for a separate performance process. 

When the performance dip is more sustained or being repeated indicators include: 

  • Concerns continuing over several weeks
  • Repeated missed deadlines
  • Ongoing quality issues
  • Repeated feedback without sustained improvement 

In these cases, a structured series of performance conversations is more appropriate.

A performance gap is the difference between what is expected (role responsibilities, objectives, behavioural expectations, agreed standards) and what is being delivered 
(outcomes, behaviours, competencies, reliability) 

Performance gaps can arise for many reasons, including: 

  • Unclear expectations or inconsistent priorities 
  • Gaps in skills, capability or experience
  • Process inefficiencies or workload barriers
  • Communication difficulties or misunderstanding
  • Wellbeing concerns or life events
  • Neurodiversity, disability or health conditions 

Understanding the cause is critical to agreeing the right support. 

If performance gaps are not addressed early, this can: 

  • Affect team delivery and student experience 
  • Lead to frustration, stress or loss of confidence for the colleague
  • Make formal processes more challenging
  • Create inconsistencies or unfairness across teams 

Early informal performance conversations help managers and colleagues to engage in constructive, shared problem-solving. They allow time to put in place support such as: 

  • Coaching or training 
  • Clearer priorities or task adjustments
  • Temporary workload redistribution
  • Teasonable adjustments where needed
  • Increased frequency of check ins 

Holding these meetings separate from GLOW helps signal the seriousness and importance of performance expectations, while still providing a safe and supportive environment. 

Managers should ensure colleagues are aware of the support available, which may include: 

The University has partnered with two external organisations to provide support for employees and their families. Both Health Assured and Spectrum Life are independent from the University and the services provided are completely confidential. Health Assured is your first contact for counselling support, legal and wellbeing guidance, whilst Spectrum life offers in the moment support, but also online physiotherapy, virtual GP and many more services. 

Employee Assistance Programme

Where health, disability or neurodiversity may be impacting performance, Occupational Health advice can help identify reasonable adjustments, temporary or longer-term changes to duties, environmental or workflow adjustments, strategies to support performance and wellbeing. 

Managers must consider the University’s duty to make reasonable adjustments where appropriate. These discussions should take place as soon as performance gaps present not only at the formal stage.

Occupational Health