This form can be used by line managers in preparation for a probationary review assessment.

This form can be used by employees to prepare for their probationary review. It will give the line manager an indication of how the employee feels they have performed during this initial period of employment.

This form can be used by employers as a guide to review performance/conduct during the probationary period. Employers may wish to amend the detail included accordingly to the job role.

This letter outlines that the outcome of a probationary appeal process in that the original decision has been upheld or overturned.

This letter invites an employee to a formal probationary appeal hearing after the employee has appealed the decision of termination of employment by way of an unsuccessful probationary period.

This letter offers employment with the condition that the employee successfully completes a probationary period.

This letter informs an employee of termination of employment due to an unsuccessful probationary period after a formal hearing at which the concerns were discussed. The employee is given the right to appeal the decision of termination of employment.

This letter informs an employee that they have successfully completed their probationary period.

This letter informs an employee that their probationary period is being extended due to their sick leave.

This is a formal invitation to a probationary review hearing, where a possible outcome is that the employee’s employment is terminated by way of an unsuccessful probationary period. The employee would normally be entitled to be accompanied at this meeting and it is advised that a minimum of 48 hours advance notice is given to the employee of the meeting.

This letter invites an employee to a probationary review meeting to discuss their progress. This is an informal meeting therefore the employee is not entitled to be accompanied.

This policy is used for employees who are within their probationary period so that there is a process for measuring suitability during this timeframe.

This is a letter of outcome of a performance management appeal process

This is a letter of invitation to a formal appeal hearing following a capability sanction regarding performance

This script can be used for a formal capability meeting regarding underperformance. 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 however as this is a formal meeting, which may result in a formal sanction, all issues of concern that are raised must have already been addressed in an informal context (informal performance review meeting]. The employee must have been invited in writing to this meeting, via formal letter, given the opportunity to be accompanied by a work colleague or a trade union representative and have been given 48 hours’ notice.

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 an 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 an 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 an 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 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 audit forms assists employers in analysing what gaps they have in their performance management systems and techniques and helps to devise an effective action plan.

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.