How to manage performance informally

You may have been advised to manage performance issues informally before moving to a formal process, but what does that mean? Here are a few pointers for managers before taking the step of moving to the formal performance management process.

Don’t ignore performance issues - Do not allow underperformance to fester. The situation rarely resolves itself and will likely worsen if not addressed quickly. It is important to offer support and understanding along the way.

Think about what is causing the problem - Is the person a poor fit for the job? Is there a lack of skills required to carry out the role? Is there a misunderstanding? There could be a mismatch between what you want as a manager and what employees think is important. Be aware of how you handled the situation. Has this contributed to the negative outcome? Look at a way of working with your employees to resolve the situation informally.

Speak with the employee to understand how you can work together to resolve the issue - It may need work on both sides. Talk directly with the employee and explain how you see it, how it affects the team and how you want to help. Engage with the individual in brainstorming, asking them to come up with ideas to improve things. Consider that the person may need to digest your feedback and make suggestions later.

Check if the individual is willing to make changes - Someone who doesn’t agree they need help is highly unlikely to improve. It is important that the employee acknowledges the problem. If someone says they are who they are or implies they are unwilling to change their actions, the situation is unlikely to improve. If the employee has a genuine desire to improve and a willingness to change, chances of increased performance levels are likely.

Make a plan for how you and the employee will do things differently- Identify measurable steps to track progress and outline what you have agreed in writing. Next, check what additional resources might be needed to support them in achieving the agreed goals. Last but not least, allow the employee to learn and acquire new skills needed to make the improvements required.

Ensure you monitor progress regularly - It may seem obvious, but many managers fail to follow up on the goals set. Establish a time and date in the future to check on progress, asking the person to make contact with you if they are struggling with anything.

Make it clear what the next steps are - If progress is slow and it becomes evident that the required improvements are unlikely to be made, be clear that formal performance management is the next step in the process.

Please contact your SSG HR advisor for further support on informal and formal performance management processes. 

Sources: Harvard Business School – Manzoni Weintraub, Nicola Harding