Give the conversation a clear purpose
A performance conversation is easier to prepare for when you can explain its purpose in a sentence. “We need to understand why these deadlines are being missed and agree how to improve” is more useful than a broad judgement about attitude.
Before you invite someone to a meeting, separate what you have observed from what you have assumed. Gather specific examples and check the expectations that were communicated. If you cannot explain the gap clearly, spend more time preparing.
This preparation also helps you recognise when the issue may be unclear priorities, insufficient resources or a manager’s own communication.
Make room for the employee’s perspective
The Fair Work Ombudsman recommends a structured approach to underperformance: identify the issue, assess it, meet with the employee, work on a solution and monitor progress. Its guide highlights clear expectations and the opportunity for an employee to respond.
A useful preparation exercise is to write down three questions you genuinely don’t know the answer to. What is getting in the way? What support is missing? What does the employee think a workable improvement would look like?
Keep the conversation focused on the work and the agreed expectations. Leave enough time to listen, clarify and check that you have understood the response.
Make the follow-through specific
A meeting can feel productive and still leave both people with different ideas about what happens next. Close that gap by making the follow-up practical.
- Clarify the improvement you are looking for.
- Record what support and resources will be available.
- Identify who is responsible for each action.
- Agree when progress will be discussed again.
Use a guide, and recognise when you need advice
No checklist can capture every workplace situation. Conduct concerns, health information, complaints or a possible termination can change the questions that need to be considered. Seek advice about the actual circumstances before moving into a formal step.
EmployerHQ’s manager toolkit offers scenario-based playbooks alongside your named adviser. The aim is to make preparation more consistent while keeping expert judgement within reach.
After the conversation, take a moment to review your preparation too. Which questions helped? Which expectations were unclear? That reflection makes the next conversation easier for everyone involved.
Further reading: Fair Work Ombudsman: Managing underperformance. This article provides general information, not advice on a particular employment matter. Speak to an appropriately qualified adviser about your circumstances.