Home » Topics » Chatroom » Capability Procedure
To unsubscribe from all chat room notifications, please first login:
Posted: 8th February 2021
Our company is looking at updating it’s capability procedure, to give timescales on how long each stage should take. I’ve asked why we’re doing this as, as we all know- capability is anything but standardised. I wondered if anyone had any good examples of what a modern approach looks like?
Thank you in advance!
Radical I know but I would do away with the Capability Procedure if you can! It becomes another process for managers to follow (or get confused by) and in my experience destroys the relationship between the employee and manager so inevitably things turn sour. Problems with capability/performance should be dealt with as informally as possible in normal check-ins (although it’s important to add that managers should keep notes of meetings e.g. “a follow up email to confirm our discussion this morning and what we agreed” in case things turn bad later on). There are some top tips in having a difficult conversation in our Leader Box.
If the informal approach after several check-ins/support/training doesn’t work and the employee and manager can’t have an open and honest conversation about what this means “we’ve come to the end of the road here”, then I would use the disciplinary procedure, but this should be a last resort.
You might find this guide to helping managers have difficult conversations useful.
Interested to know how you feel about that?
Disruptive HR Team
Thanks for sharing this information and I agree with regards to the conversations and using an informal approach. Our Company is quite traditional in that it likes policies for everything, so while we might move away completely in the longer term, it’s not something that I can see happening in the short term.
Successfully added to your favourites. View them here