Stressed about Performance Management at work?

Performance management is about setting clear expectations and goals for your role (often using SMART objectives) and pointing out training opportunities, such as apprenticeships or formal courses. Most importantly, it must include regular performance reviews.

The aim is to create clear boundaries and achieve positive results. Your employer must use proper processes to set expectations, hold regular performance conversations, and act in good faith. That means communicating openly and making sure workplace rules and policies are easy to understand and properly shared.

Formal disciplinary action shouldn’t be the first step. Policies usually start with informal support—extra training, mentoring, or similar help. If formal improvement is needed, your employer should create a performance plan with clear goals, realistic timelines, the support you’ll receive, and set review dates.

Poor performance against your employment agreement is treated separately from misconduct. If problems continue despite support, the employer can move to formal steps such as warnings or a Performance Improvement Plan (PIP). Once a plan is in place, progress must be monitored fairly, with ongoing feedback and any necessary adjustments.

You are entitled to a process based on Good Faith and Fairness. Good Faith means everyone must be active, constructive, responsive, and honest—no misleading or deception. Fairness requires impartial decisions based on evidence, full disclosure of relevant information, and a real chance for you to respond and explain before any action is decided.

When performance issues arise from a medical condition (medical incapability), this is not a disciplinary matter. Your employer must act in good faith, discuss the situation openly, assess your condition and prognosis, and seriously consider alternatives—modified duties, reduced hours, or flexible arrangements—before thinking about ending your employment.

Yes, absolutely. You can bring a support person (friend, family member, or trusted colleague) or a formal representative (lawyer or union delegate). They can help you follow what’s said and take notes so you can focus on responding. Your employer should also offer access to Employee Assistance Programme (EAP) support or counselling if it’s appropriate.

After discussions, your employer must consider everything objectively. They should give you a written preliminary decision explaining the reasons and allow you proper time—usually 48–72 hours—to comment before finalising anything. The final outcome letter must clearly state the reasons and exactly what action is being taken.

Job evaluation measures your role objectively—looking at required skills, responsibilities, experience, effort, and working conditions. This supports transparent remuneration. By law, pay rates set through this process must not discriminate unfairly between male and female employees.

If you feel you’ve suffered unjustifiable disadvantage, unfair disciplinary action, or wrongful dismissal, you can raise a personal grievance. You must do this within 90 days of the action or when you became aware of it. Put your concerns in writing, explain clearly what happened and why you feel aggrieved, and give enough detail for your employer to respond properly.