This is a letter of invitation to a formal capability hearing following an informal performance management process with no improvement

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 needs to take place, 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 is letter to reschedule an informal invitation to a performance review meeting to discuss concerns regarding performance.

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.

This form can be completed to record training agreed at the annual appraisal.

This how to guide gives employers and line managers some helpful tips on how to conduct an effective performance appraisal process, ensuring that the process is productive, constructive and positive for the employee and not a ‘tick-box exercise.

This form should only be used for Employees undergoing an annual appraisal. This form details the objectives agreed for the year ahead.

If a line manager fails to prepare properly for an appraisal interview, the employee being interviewed will quickly sense and resent this. This guide provides the essential do’ and don’ts for the line manager.

The performance appraisal should be an overview of performance and an opportunity to provide constructive feedback as well as recognize work well done by the employee. It should not be held in an investigatory context or followed up with a notification of concern. However, if there are areas of concern, areas of improvement can be agreed upon. This letter can be used to outline the concerns to the employee.

This letter can be sent to a former employee outlining that they have been overpaid in error. This letter requests that the employee repay the overpaid amount. This letter provides 2 options either to repay in the final payment or to repay by other means.

This letter can be sent to an employee that has been overpaid in error. This letter requests that the employee notify the organisation how they would like to repay the overpayment.

This letter can be sent to an employee outlining that a performance related bonus will not be paid. The letter outlines the reason as to why the bonus will not be paid.

This letter can be sent to an employee confirming that a performance related bonus will be paid. The letter outlines when the payment will be paid and how the bonus is calculated.

This letter can be sent to an employee outlining that a deduction will be made from their final pay. This letter should only be sent when there is a contractual obligation to permit a deduction from wages.

This letter can be sent to an employee following a request to increase their salary. This letter outlines that the request is not granted and provides various options for why the request was declined.

This letter can be sent to an employee who will receive a pay increase. The employee should return a signed copy which can be retained on their file.

This letter can be sent to an existing employee to seek their agreement to making a deduction from their pay. The letter provides the employee with 2 options either to pay in installments or in one payment. It is important to remember that unless there is a contractual arrangement in place any deduction from wages without agreement could be deemed unlawful deduction of wages.

This letter can be sent following a pay review to inform the employees that their salary will not be increased and there will be a pay freeze. This letter outlines the rationale for the decision by the company.

This letter should be sent to an employee when a salary sacrifice has been agreed. This letter outlines the terms of the salary sacrifice.

This form should be completed when an employee has requested a salary sacrifice and this has been agreed by the employer.

This clause can be included in the contract of senior employees. This clause outlines various expenses that may be included in the clause of a senior employee.

This clause should be included in the contract of any employee where there is a commission payment as part of their terms and conditions of employment. This clause outlines the terms of the commission payment.

The purpose of this policy is to provide clarity on the job evaluation process within the organisation. This policy clearly outlines the process of the organisation will follow when evaluating a job role.

This policy outlines the organisations approach to assistance for employees who are required to relocate for work-related purposes. This policy outlines the eligibility for relocation assistance and the type pf assistance available.

The purpose of this policy is to provide clarity to employees of how they can successfully avail of the organisations bonus scheme. This policy covers eligibility, the terms of a bonus and the different types of bonus available.