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ESSENTIAL Model for Employee Success

From Numbers to People, Powered by the ESSENTIAL Model

Download Your Free Whitepaper: ESSENTIAL Model for Employee Success

In the past decade, the way organisations manage performance has undergone a seismic shift. Gone are the days of rigid, numbers-driven approaches that prioritised key performance indicators (KPIs) over actual people. Performance management has transformed from a top-down, checklist-style exercise into a more dynamic, employee-centric process. And guess what? It’s actually working.

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The ESSENTIAL Model: Putting People at the Heart of Performance

Our ESSENTIAL model stands as the antidote to the outdated approach of rigid, performance management systems. It’s based on a simple but powerful philosophy: when employees thrive, so does the business. Instead of focusing on rigid metrics or one-off evaluations, the ESSENTIAL model focuses on nurturing and coaching employees throughout the year.

Need Expert Advice

Our team of HR professionals are ready to assist you in implementing the ESSENTIAL Model for Employee Success.

  • What is the first step in addressing an underperforming employee?
    The first step is to have an informal chat with the employee. This conversation should be friendly and constructive, focusing on clarifying expectations and offering support. It's essential to address specific examples of underperformance and listen to the employee’s side of the story.
  • What should be included in a formal performance discussion?
    A formal performance discussion involves notifying the employee in writing, presenting specific examples of underperformance, and creating a performance improvement plan with measurable goals and timelines. Ensure that the employee understands the issues clearly and document the conversation thoroughly.
  • How many formal performance discussions are necessary before termination?
    There is no legal requirement around how many formal meetings should occur. To avoid an unfair dismissal claim, it is more about giving the employee every opportunity to improve and that you have followed a fair and reasonable process. Generally, three formal discussions are recommended. The first meeting is for setting expectations and offering support. The second includes a formal written warning, and if there is still no improvement, a third meeting may lead to termination if necessary.
  • What constitutes serious misconduct that could lead to immediate dismissal?
    Serious misconduct includes theft, harassment, safety violations, or showing up to work under the influence of drugs or alcohol. In such cases, termination can be immediate without notice, provided that a fair investigation and documentation are completed.
  • How can employers avoid unfair dismissal claims?
    To avoid unfair dismissal claims, follow a fair process that includes giving employees clear expectations, providing opportunities for the employee to respond and improve, documenting all discussions, and ensuring that any termination is legally justified.
  • What is the best approach to managing probationary employees?
    During the probationary period, set clear goals and regularly review progress with the employee. If performance issues arise, have a formal meeting, issue a written warning if needed, and set clear expectations. Document all steps to ensure a fair process.
  • How should managers handle performance management while maintaining team morale?
    Keep communication open and transparent with the team, especially after disciplinary actions. Reassess workloads, ensure support is available, and encourage feedback to maintain a positive work environment.
  • What notice is required when terminating employment for poor performance?
    The required notice period depends on the National Employment Standards (NES) and the employee’s contract. For probationary employees, a one-week notice period is typical, while longer-serving employees may require more notice.
  • What support can be provided to employees during a performance improvement process?
    Employers can provide additional training, coaching, or access to resources like Employee Assistance Programs (EAP) to help employees meet performance expectations. It's also crucial to set realistic timelines for improvement.
  • Is it necessary to provide written warnings before terminating an employee for poor performance?
    Yes, written warnings are essential to demonstrate that the employee was given a fair opportunity to improve. Without documented warnings, the termination process may not hold up legally if challenged.

SATAC

We would like to thank you for all of the support you have provided SATAC

"Our relationship has been productive, and we have been able to work through any deviations in a professional manner. This includes allowing us to use your expert knowledge where required and ask as many questions as we can to ensure a smooth transition for our employees, and a great outcome for their employment, making SATAC a great place to work.....we couldn’t have done it without you."
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