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Our summer term People Update focused on a vital topic: supporting underperforming staff. Of course, it's always an area of priority, but upcoming changes to unfair dismissal rules make it even more important to address performance issues proactively.
Encouraging line managers to act early helps staff improve and also ensures high standards are maintained, contributing to the best possible outcomes for pupils.
While it’s essential to follow your School’s appraisal and capability procedures, much of the most effective work happens before formal processes are triggered. In fact, early intervention often leads to more positive results and, crucially, provides clear evidence of the support and opportunities you’ve offered.
Before the meeting: Preparing effectively
Preparation is key to a constructive and fair meeting. Before sitting down with a staff member, reflect on a few critical areas. Consider whether the employee’s performance has changed over time and why that might be. Has their role evolved, or have new demands made it harder for them to meet expectations?
Be clear in your own mind about what good performance looks like in their role. What specific standards or outcomes should they be achieving, and how does their current performance compare? Think not only about whether they’ve met formal objectives but also about their day-to-day impact on the School.
It’s important to identify whether the concerns are technical—relating to specific tasks—or more about how they approach their work, such as teamwork, communication, or organisation. Also, ask yourself whether any external factors might have affected their ability to perform, such as health issues, personal challenges, or mid-year changes to their role.
Another key consideration is whether the employee is already aware of your concerns. What support has already been put in place—such as coaching, mentoring, or additional training—and has it had any measurable effect? Finally, think about the wider picture: what impact is this underperformance having on pupils, colleagues, and the broader team?
Working through these questions in advance will put you in a strong position to have a well-informed, constructive discussion.
During the meeting: Setting the tone
How you handle the meeting itself is crucial. It should take place in a private setting, free from interruptions, and allow enough time for a proper conversation. Setting the right environment reinforces that the discussion is serious but supportive.
Start by listening. Give the employee space to explain their perspective, share any evidence, and talk about any challenges they’ve been facing. This should be a genuine two-way conversation. Using a balanced approach is helpful—begin the discussion with something positive to acknowledge their strengths, then raise your concerns clearly and constructively, and close on another encouraging note. This helps maintain motivation and ensures the meeting feels supportive rather than punitive.
Focus on the key issues rather than overwhelming the employee with a long list of concerns. Encourage them to reflect, respond, and take part in finding solutions. Together, identify any learning and development needs, and prioritise next steps that will help them improve.
It’s important to maintain an open, honest, and constructive tone throughout. Be clear and direct about concerns but handle sensitive topics with care. Ensure you both leave the meeting with a shared understanding of what was discussed. Taking notes and sharing them afterwards helps avoid any confusion.
Before finishing, agree on clear next steps, including what actions will be taken, timescales for improvement, and when you will next meet to review progress.
After the meeting: Following up
Following up is just as important as the meeting itself. Start by drafting an action plan that sets out the areas for improvement, the support or development opportunities you will provide, who is responsible for each action, and clear timescales. Share the plan with the employee, and talk it through to confirm that they understand and agree with what’s expected.
Schedule regular review meetings to monitor progress and discuss whether the actions are making a positive impact. Be prepared to adjust the plan if things aren’t working as hoped—flexibility is key to making sure support remains effective. Just as importantly, make a point of recognising and celebrating any progress, however small, to keep momentum going and show that improvement is valued.
The overarching goal is to create a culture of continuous development, where feedback is regular, constructive, and part of everyday working life. Early discussions and regular monitoring make it easier to spot issues quickly and provide the right support before problems escalate.
Using a coaching approach is particularly valuable. Instead of the line manager “owning” the improvement process, these conversations should encourage the employee to identify what they need to succeed, fostering greater engagement and accountability.
Clear expectations and good support are essential for all staff to thrive. Taking these steps not only strengthens your team but also ensures you have a clear record of your efforts should formal procedures become necessary later.
If you’re concerned that an employee’s performance may need to be addressed through a formal process, contact your EPM Advisory team early for support and guidance. Discover more about the HR advice we offer by talking to our team!
