Understanding capability
Featured in the Discipline and Grievance: 30 case studies and activities training manual
By Gill Hardy & Gill Kelley
Category: Conflict Resolution
Credit price: 2 download credits (Single user)
Since poor performance is generally not a conduct issue, many organisations treat it under a capability procedure. In this training activity, participants follow the action of a manager dealing with poor performance, to decide what he did right and what he did wrong. The principles involved in dealing with poor performance, and the procedures followed, are discussed and agreed.
Poor performance is generally not a conduct issue; so many organisations treat it separately, under a capability procedure. This recognises that employers have a right to expect work of a good standard, which has been agreed with the employee who, in turn, is provided with all the training, support and encouragement needed to perform to the required standard. Managers should discuss poor performance with an employee at the earliest possible time, and seek an explanation. The results should be investigated and an action plan set, with realistic targets, to help the employee achieve the necessary standard. The employee must understand the consequences of not meeting performance standards at all times, and appropriate warnings must be given. A three-step procedure is usually followed, as in the case of disciplinary procedure – verbal warning, written warning and final written warning. At each stage, the employee has the right to appeal. Employees are not normally dismissed because of poor performance, unless all reasonable support and training have been provided and appropriate warnings have been issued. However, before the decision to dismiss is taken, the employer is expected to explore sympathetically the possibility of an alternative position matching the capability of the employee. In serious cases, where the employee commits an error that has actual or potentially serious consequences for the organisation, dismissal action might be taken without warnings being issued. A situation that might result in dismissal would be negligence that resulted in serious consequences for the employer. The capability procedure should indicate all exceptional circumstances where dismissal action might be taken. Participants follow the actions of a manager dealing with poor performance, and decide what the manager did right, and what he did wrong. You introduce the case study by explaining that poor performance should be treated as a separate issue from conduct, even if an organisation does not have a separate capability procedure. Your main role is to co-ordinate the training activity and to ensure that participants understand the key points following their feedback. Participants work in pairs, or groups of three or four. They would benefit from some understanding of disciplinary and grievance procedures.
Who is it for: This training resource is intended for use by trainers with supervisors, team leaders and managers who are responsible for managing themselves and others.
- Themes:
- Disciplinary procedure,
| Resource Type: | Activity |
| Min Group Size: | 4 |
| Max Group Size: | 20 |
| Typical Duration: | 00:25:00 |
| No of Pages: | 7 |
Resources: View standard resources for Fenman training activities
Purpose: This training resource is intended for use by trainers to discuss and agree with participants the principles involved in dealing with poor performance.
Download the training activity, Understanding capability as featured in the Fenman training manual; Discipline and Grievance: 30 case studies and activities