Supporting Improved Workplace Performance

This guidance is designed to help managers take early, proactive steps when performance concerns start to appear. Acting early before issues escalate creates a better experience for the employee and helps maintain a positive working environment. 

The capability process is built to be fair, transparent, and proportionate, and includes both informal and formal stages. This guidance focuses on the early, informal stage. 

  • Focus on support, clarity, and collaboration - conversations should feel constructive, not punitive. 
  • Act early - address concerns before they grow into bigger problems.
  • Be inclusive - consider reasonable adjustments that might help the employee succeed.
  • Ask for HR support when needed - It's always fine to check in early.
  • Keep proportionate notes - a brief record helps make sure everyone is clear on what was agreed. 

Early intervention is helpful when you notice things like a dip in work quality or productivity. You may notice deadlines or standards starting to slip and this could also include a noticeable change in engagement or behaviour. If one of your team is raising concerns about workload, capability, or wellbeing or expresses confusion about expectations, processes, or priorities so do listen to what they are saying. This conversation should feel informal and supportive, not like a formal disciplinary or formal capability process. 

Before meeting, take a moment to review a few recent examples of what’s causing concern and think about any external factors (workload, change, wellbeing, team dynamics). Consider what support might be helpful and ensure you are in good place to listen and understand what is shared with you. 

Arrange a private way to hold the conversation and enable to to be framed in a calm, and supportive way. During the discussion, describe what you’ve observed, factually and without judgement, give space for the employee to share their view and listen for any barriers or underlying issues. This should feel like a two‑way conversation. 

Make sure both of you understand what good performance looks like in practice, where the gaps are and why these expectations matter. This level of clarity reduces anxiety and avoids assumptions on both sides. 

Work together to identify what will help them to succeed, such as adjusting workload or priorities, coaching or regular check-ins, considering reasonable adjustments where needed and setting clear targets. You aim should be to give the employee the best chance to improve. 

Set up realistic timescales and follow-ups including dates for follow-up conversations. Its important to strike the balance to ensure you are not micromanaging while being clear that there will be regular check-ins help keep momentum and allow for early tweaks to support. 

Keep a short note of the concerns discussed, what support was offered, the expectations set and the review dates. This is not the formal part of a process rather this is simply good, consistent management practice and ensures clarity for everyone involved.