Performance Management: Tips for Managers

How to manage performance issues can be difficult for managers

Performance management is one of the most important responsibilities of any manager. When done well, it creates clarity, builds trust, supports development, and ensures everyone is working toward shared goals. It isn’t about criticism or “managing someone out” it is about giving people the structure, feedback, and support they need to succeed.

Formal action or dismissal should only ever come after informal steps have been explored thoroughly and fairly, unless the issue is sufficiently serious to warrant escalation.

Below are practical tips to help managers carryout performance conversations with confidence, consistency, and compassion.

Know the Process and Set Realistic Expectations

Take time to familiarise yourself with your organisation’s Capability and Disciplinary Policies. If these don’t exist, refer to the ACAS guidance for best‑practice standards.

Performance improvement takes time and requires commitment from both the employee and the manager.

Normalise Performance Conversations

Regular one‑to‑ones are your best tool. Use them to highlight progress, identify concerns early, and build a culture where feedback is not feared. When conversations are routine, raising concerns is less likely to come as a shock and employees are far more open to change.

Act Early and Informally Where Possible

Don’t wait for issues to escalate. Early, constructive feedback prevents poor habits from becoming embedded. Starting informal conversations also gives employees the chance to suggest solutions or ask for support before a problem becomes more serious.

Prepare Thoughtfully for Performance Discussions

Before a meeting, take time to:

• Plan what you want to say.
• Choose a private, uninterrupted space.
• Set aside any pre-judgements or assumptions.
• Be clear on your concerns and expectations.
• Allow space for the employee to explain how they see things.

This approach builds trust and encourages genuine dialogue rather than defensiveness.

Understand: Is It Capability or Conduct?

Correctly identifying the issue will help to shape the right response.

Capability (Can’t)	Conduct (Won’t)
Skills or knowledge gap.	Behaviour involves choice.
Requires development or support.	Behaviour is unacceptable.
Supportive tone needed.	Corrective tone needed.
Shared responsibility to improve.	Manager clearly outlines expectations and boundaries.

Often, performance issues involve elements of both. Approach conversations with curiosity, not blame, to uncover what’s really going on.

Be Clear About Expectations

Never assume the employee “just knows” what good performance looks like. Use job descriptions, objectives, and ongoing check‑ins to keep expectations visible, current, and understood.

When assessing performance, compare against the job description, not against your top performer.

Identify the Gap and Set a Structured Plan

Clearly outline:

• The gap in performance.
• Evidence of the current standard (examples, observations, documentation).
• The expected level (role profile, objectives, appraisal goals).
• A realistic, collaborative performance improvement plan.

Document Your Conversations

Keep factual, concise notes after every performance‑related discussion and share them with the employee. When this becomes standard practice, it feels routine rather than punitive and protects both parties by ensuring shared understanding.

Reflect on Your Role as a Manager

Ask yourself:

• Have I provided a proper induction?
• Did I follow the probation process closely?
• Have I held regular, meaningful one‑to‑ones?
• Am I modelling the behaviours I expect?

Sometimes the performance gap isn’t as simple as being a result of just the employee’s failings.

Supporting Remote Workers

Without day‑to‑day visibility, regular check‑ins and structured one‑to‑ones become even more important. Remote staff can’t rely on casual guidance or organic conversations, so build those moments in intentionally.

Consider Health, Disability, and Wellbeing Factors

If the employee raises related health concerns, explore reasonable adjustments and consider a referral to Occupational Health. If wellbeing issues are present, prioritise support and signposting before progressing performance management.

Allow Reasonable Time for Improvement

Think about:

• Sector expectations (e.g., monthly or quarterly cycles).
• The impact of the role.
• Length and quality of service.
• The scale of the performance gap.
• The type and amount of support required.

Agree the timeframe with the employee, if possible, to increase engagement and ownership.

Look After Yourself Too

If you are in a situation where you are managing and supporting staff member/s with performance related issues, particularly if there are ongoing long-standing issues or concerns of a higher severity, be sure to check in with how you are feeling in terms of this and consider the sources of support available to you (e.g. your manager). You need to ensure you look after your own wellbeing, in order to be an effective source of support and guidance to others.

Promote Good Performance Every Day

Recognition matters and a simple “thank you” or acknowledgement of good work can be incredibly motivating. Take time to understand what drives each individual – people respond differently, and personalised motivation can go a long way.

If you are dealing with complex, persistent, or high‑risk performance concerns, or if the employee is not engaging with the process, contact Real Employment Law Advice for further guidance and support.