This is a outcome of a formal capability hearing informing the employee of dismissal. Note that this letter should not be issued unless a formal hearing has been completed.

This is a outcome of a formal capability hearing informing the employee of another sanction other than a warning or dismissal. Note that this letter should not be issued unless a formal hearing has been completed.

This is a outcome of a formal capability hearing informing the employee of a final written warning. Note that this letter should not be issued unless a formal hearing has been completed.

This is a outcome of a formal capability hearing informing the employee of a written warning. Note that this letter should not be issued unless a formal hearing has been completed.

This is a outcome of a formal capability hearing informing the employee of a verbal warning. Note that this letter should not be issued unless a formal hearing has been completed.

This form gives a template guide on how to conduct a daily team briefing.

This template form assists managers in setting targets as well as determining how often these will be reviewed and how they will be measured.

This document will assist organisations with suggestions on how to set specific key performance indicators, which will feed into an effective performance management system and help to measure employee performance. Note – every sector is different and you can choose what is relevant to your business.

This script can be used for an informal performance review meeting, and may potentially lead to a formal capability hearing. Employers should bear in mind that the employee must always have the opportunity to respond to the concerns in an informal context before being invited to a formal capability hearing regarding performance. It is important to be as specific as possible regarding any under-performance. Examples should be used, and nothing new should be raised at the next stage (the formal capability hearing).

This guide gives employers a structured technique to deliver feedback to an employee who is underperforming.

This guide gives employers practical information on how to manage day to day performance. It focuses on basic but effective tools that support good performance management; such as setting basic standards, expectations and targets followed by regular feedback and communication.

This letter should be provided to an employee after an informal performance improvement meeting. This is not a formal warning but will provide clarity to an employee in a documented way, that any further underperformance may lead to formal disciplinary action.

This policy should be used when an employee’s performance has been identified as falling below an acceptable level. Its purpose is to provide a framework for resolving the issue, ideally through the improvement of the employee’s performance. As a last resort, the policy specifies the circumstances in which the employee may be redeployed to more suitable work or dismissed on the ground of capability.