Identify the performance gap with examples, dates, records and the standard that applies.
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Employee performance management
Poor performance rarely fixes itself. A clear process gives improvement a real chance.
Performance management should make the problem, required standard, support and consequences clear. It is not paperwork created to justify a decision that has already been made.
Check how Stephen can helpTell the employee what the meeting is about and provide relevant material in time to prepare.
Listen to the employee's response and consider whether training, resources, health, workload or unclear instructions are contributing.
Record agreed actions, support, a reasonable review period and the possible consequences of insufficient improvement.
What good looks like
Manage improvement, not frustration.
The Fair Work Ombudsman recommends addressing underperformance promptly, giving specific feedback, listening to the employee and documenting a practical improvement plan.
Evidence
Use actual examples and measurable expectations, not labels such as bad attitude or not a good fit.
A fair conversation
Explain the concern and its impact, invite a response and genuinely consider the explanation.
Support and time
Provide reasonable training, direction or resources and set a review period that fits the role and problem.
Follow through
Hold the review meetings, recognise improvement and clearly record any remaining gap.
Employer checklist
Before a formal performance meeting
- Check the contract, position description, policies, award and agreement.
- Separate performance concerns from possible misconduct.
- Collect specific examples and explain the required standard.
- Give reasonable notice of the meeting and allow a support person where appropriate.
- Prepare questions and remain open to the employee's explanation.
- Decide the next step only after considering the response.
Common traps
Processes that often go wrong
- Using vague criticism that does not tell the employee what must change.
- Setting an improvement period that is impossible for the type of work involved.
- Issuing a warning before hearing or considering the employee's response.
- Changing the alleged problem from one meeting to the next.
- Assuming every dismissal needs exactly three warnings.
Verified rule, not workplace folklore
There is no universal three-warning rule.
The Fair Work Ombudsman states that there is no general rule requiring three warnings, or even one warning, before employment ends. It also says an employee should usually have a chance to fix performance issues, and that dismissal for underperformance requires a valid reason and a fair process.
Counting warnings is not a substitute for a clear reason, fair opportunity to improve, genuine consideration of the response and sound records.Read the primary source: Fair Work Ombudsman, Managing performance and warningsHow long should a performance improvement plan run?
There is no universal period. It should be reasonable for the role, the seriousness of the gap, the support provided and the time genuinely needed to demonstrate improvement.
Does an employee have to agree with a warning?
An employee does not have to agree with the employer's conclusion. The important questions include whether the concern was explained, the response was genuinely considered and the warning clearly states what must change.
Can reasonable performance management be workplace bullying?
The Fair Work framework distinguishes reasonable management action carried out in a reasonable manner from bullying. The substance and manner of the process both matter.
Check the source
Primary guidance used on this page.
- Fair Work Ombudsman: Managing underperformance best practice guide
- Fair Work Commission: Warnings for unsatisfactory performance
This page provides general information for employers. Workplace outcomes depend on the employing entity, applicable system, instrument and facts. It is not legal advice. Read the full website disclaimer.
How Stephen can help
Act early, stay specific and keep the process fair.
Stephen can help assess the concern, plan the meeting, prepare an improvement process and review the next step before the business commits to a warning or dismissal.