Informal capability discussion

The focus of these conversations are to resolve performance problems as early as possible, by providing appropriate support to enable the employee to perform to the standard required.

In partnership with managers and staff, our aim is to create a high support/high challenge performance culture: where individuals are clear what is expected of them, receive regular feedback and support and where under-performance is also addressed.

Purpose

• To bring the performance concerns to the attention of the employee, explore causes, offer appropriate support and identify responsibilities and agree actions to be taken.
• Where there are concerns about an employee's performance, their manager will meet with them to reflect those concerns and explore ways of addressing them. The manager may issue advice and guidance to the employee or provide coaching or take other informal action.
• It should also be recognised that capability problems may be outside the employee's direct control and can be symptomatic of underlying work problems or other personal issues. Consequently there is a need to treat all capability issues with care and sensitivity and to identify and (where appropriate) address the real causes. Particular care should be taken when health issues are involved and advice sought from relevant specialists as appropriate

When and where

Line managers should seek to resolve performance issues at the earliest opportunity. This should take place in private and you should ensure that enough time is available for a full discussion with no external interruptions.

Areas to cover

Nature of concerns

• Explain the performance issue and consider employees views and/or mitigating circumstances that may be affecting their performance.
• Full consideration should be given to the potential relevance of other University policies or support services as appropriate, eg the University's Employee Assistance Provider (EAP), the policy on alcohol, the Sickness absence policy and the disability in employment policy.

Expected standards of performance

• Be clear on the difference between the performance of the individual and what would be expected of them in their role and at their grade.
• Give clear examples of what constitutes 'good' performance and what that means for them personally. For academic staff, refer to the University/Department’s research/teaching expectations.

Actions by employee or manager

• Line managers must provide employees with access to the support or training necessary to assist them in meeting the required standards.
• Record what the actions/objectives are that the individual needs to take.

Timescales and review dates

• Set timescales that the above actions will be completed by.
• Set a date to informally review progress regarding the required improvement.

Outcome

• Confirm the improvement in performance required, and the timescale for improvement.
• Confirm if the performance does not meet the improvement required then you may continue with an informal approach or, that a more formal approach could be considered, in accordance with the University’s capability procedure.
• Confirm if the required improvement is achieved, the matter will be considered resolved.

Next steps

• Notes should be made to record the discussions and to confirm the outcome.
• Outcomes of discussions should be confirmed in writing to the employee (this can be by email), consider including the above on the improvement template.
• Keep a copy of the note in a confidential location.

Further support

• If you have any queries regarding any of the above please contact HR Services in the first instance via hr-enquiries@york.ac.uk or extension 4835.
• Related training which may be helpful can be found at: Candid Conversations for Line Managers.
• Details of help and support offered via our employee assistance scheme.