When we hear “performance management,” many of us get worried. But here’s the thing. It’s not only important for continuous improvement. It must be done right. In Australian employment law. You must follow a fair process. And when done right, it’s a tool for growth and continuous improvement.
The Foundation: Procedural Fairness
Australian employment law isn’t only about unfair dismissal claims. Especially when it comes to performance management. It ensures employees get genuine opportunities to improve. But it must follow a fair procedure. Known as procedural fairness which has specific requirements:
No Surprises:
Regular check-ins, documented conversations, clear expectations set up front. People should know where they stand before any formal process begins.
Hard on Facts, Soft on People:
Focus on observable behaviours, measurable outcomes. And specific incidents. Not personality traits, assumptions, or emotional reactions. “On three occasions this month, the safety report was submitted after the deadline”. Rather than “You’re always late with everything.”
Open Mind:
Don’t come to conclusions before the discussion. That’s the whole point. To manage performance by having conversations about areas needing improvement. And how you can help.
It’s About Partnership
When managers approach performance management with pre-formed conclusions, it becomes a one-way conversation. Where the employee feels they must defend themselves. But when you approach it as genuine discussion to understand what’s happening.
It becomes collaborative:
· “I’ve noticed X happening, help me understand what’s going on”
· “What support do you need to improve in this area?”
· “How can we work together to get better results?”
Universal Applications
In industrial settings:
Understanding if safety issues stem from training gaps, equipment problems. Or other systemic factors rather than assuming individual failure.
In cultural safety contexts:
Consider the following. Ensuring cultural factors, communication styles. And systemic barriers. Before drawing conclusions about performance.
Performance management as partnership, not punishment. That’s how continuous improvement happens.
What’s your experience with effective performance management? How do you create conversations that lead to real improvement?
√ Want help with your performance management processes get in touch