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Performance
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Performance
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Purpose of
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Introduction
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Guidelines for
Performance
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Managing
Underperformance
Performance
Improvement
Action Plan
(Sample)
Role of HR
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Appendices
Using this
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in the Civil Service
Purpose of this tutorial
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Performance
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1
The objective of this tutorial is to help managers to undertake the task
of managing underperformance to the benefit of staff and the
Department/Office concerned.
With this objective in mind this tutorial includes a step-by-step guide
for managers and jobholders to address underperformance issues and
sets out the role of HR Units in managing underperformance.
This tutorial is based on the Guidelines for Managing
Underperformance in the Civil Service.
Where appropriate, support will also be provided to you by more
senior managers, HR Units and the Employee Assistance Service (EAS).
Introduction
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Performance
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Performance
Improvement
Action Plan
(Sample)
1
2
3
The Civil Service needs a strong and effective approach to tackling
underperformance. Some compelling reasons are:

An individual, being paid a salary, has a responsibility to contribute
efficiently and effectively to their organisations objectives.

Negative impact on all staff, e.g. colleagues may resent having to pick
up the slack, become overloaded and feel under pressure, or become
demotivated due to perceived tolerance of poor performance.
Role of HR
Units
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Constructive comment and advice on poor performance assist the
jobholder to confront and deal with the issues arising.
Introduction
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1
2
3
While some managers may not be particularly comfortable with
tackling underperformance, this reluctance, where it exists, must be
overcome and the matter should be dealt with promptly.
Significant problems with performance or behaviour rarely correct
themselves without direct intervention.
In fact, problems with performance tend to become more intractable
the longer they are allowed to continue.
The underperforming individual may come to feel that his/her
performance is acceptable thus making attempts to bring about change
more difficult.
Introduction
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1
2
3
Where underperformance is dealt with in a constructive and
professional manner it can result in performance improvements and
the staff member can go on to make a valuable contribution to the
Department.
Where performance does not improve and the person is ultimately
dismissed managers are meeting their responsibilities.
Experience shows that all parties benefit from a meeting to discuss
matters as early as possible after difficulties have become apparent.
Guide for Managers in Managing Underperformance
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Introduction
Guide for
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Performance
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What is
Underperformance?
1
3
Role of
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Step-by-Step
Guide
Performance
Improvement
Action Plan
(Sample)
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5
4
Supports
For Managers
Follow Up
Actions
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
As a manager, it is your responsibility to agree realistic targets and
monitor the performance of your staff on an ongoing basis.
You are also responsible for objectively assessing a jobholder’s
performance based on fact.
Any signs of underperformance should be tackled immediately.
In this context, jobholders also have a responsibility to contribute
efficiently and effectively to your organisation’s objectives.
You should ensure that all issues around underperformance remain
confidential and should only be discussed in the formal line
management structure.
What is Underperformance?
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2
3

Underperformance is ongoing failure to meet specified, realistic
objectives and standards.
All jobholders have days or even short periods when their
performance is not satisfactory and they fail to meet the targets which
they have been set.
While this will result in episodes where the individual is not
performing at a satisfactory level, it will not constitute
underperformance as such unless it persists.
What is Underperformance?
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2
3

It should nevertheless be monitored and managed, through giving
constructive feedback to the jobholder concerned, and, where
appropriate, agreeing short term targets, reviewing progress towards
achieving those targets, etc.
Underperformance arises where, despite constructive feedback from
the manager, and the putting in place of measures to assist the
jobholder to improve his or her performance, it does not improve to an
acceptable standard.
Where this arises, a formal strategy needs to be put in place to manage
the underperformance.
What is Underperformance?
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3

The underlying causes of underperformance can vary greatly and the
range of strategies available to tackle underperformance must reflect
this fact.
Regardless of the underlying cause of underperformance, where the
underperformance has been properly addressed by you and
satisfactory improvement is not achieved, you and the jobholder
should be aware that disciplinary action, in accordance with the
Disciplinary Code, can be taken.
Formal Disciplinary Procedures
Paragraph 23 of Circular 14/2006 states that “Where an
officer’s conduct and/or performance does not meet the
required standard despite informal discussion and/or the
procedures under PMDS, the matter will be dealt with as set
out in paragraphs 24 - 31”
Step by Step Guide
for Managers on how to manage underperformance
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Performance
Review
Meeting
Performance
Improvement
Action Plan
(Sample)
Role of HR
Units

The five basic steps required to manage underperformers (click on each
for more details) are:
Step 2: Identify the reasons for /
Step 1: Identify
causes of underperformance via the
Performance Review Meeting
underperformance via PMDS
Step 3: Decide & agree on action
Step 4: Resource the action
required using the Performance
Improvement Action Plan
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Step 5: Monitor and provide
feedback
Step 1: Identify underperformance via the PMDS
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Performance
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Performance
Improvement
Action Plan
(Sample)
Role of HR
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
Step 2
PMDS provides the appropriate formal framework through which
underperformance should be identified.
It is an individualised and specific measurement tool that sets out
clearly each individual’s agreed role for a 12 month period in terms of
what has to be achieved (the what), when it has to be achieved (the
when) and the manner in which it must be achieved (the how).
In addition, the training required to enable the individual achieve these
objectives are agreed and recorded.
Appendices
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PMDS Performance
Ratings
Evaluating
Performance
Use of Role Profile
for Evaluating
Performance
PMDS Performance Ratings
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Rating
Description
Guide for
Managers
5: Outstanding
Jobholder has substantially exceeded standard in all role
requirements and performance has been consistently exceptional
Performance
Review
Meeting
4: Exceeds required
standard
Jobholder has fully met all role requirements standard to required
standard and significantly exceeded standards in some respects
3: Fully acceptable
Jobholder has met all of the role requirements to required standard
and performance is at a fully acceptable level
2: Needs
improvement
Jobholder has met some role requirements to required standard but
performance has fallen short in some respects
1: Unacceptable
Jobholder has met few of the role requirements and performance
falls clearly short of the required standard.
Performance
Improvement
Action Plan
(Sample)
Role of HR
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Appendices
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•
A rating of 3 reflects that a good level of performance has been achieved.
•
A rating of 1 or 2 in PMDS reflects some level of underperformance and a rating of 1
means that the jobholder will not receive their increment.
Evaluating Performance
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2
3
4

All evaluations of performance must be by reference to the Role
Profile.
Consequently, it is essential that you ensure, in relation to your staff,
that their Role Profile clearly states what are the objectives and
standards to be applied to the achievement of key tasks.
These should be clear, unambiguous and measurable.
They should also be realistic and achievable within specified
timescales.
Evaluating Performance
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4

Formal evaluation of performance is done via the Interim and Annual
Reviews.
Performance
Review
Meeting
Progress towards achieving the specified objectives and standards is
assessed at the time of the Interim Review, and evaluated and rated
in the Annual Review.
Performance
Improvement
Action Plan
(Sample)
However, you should not wait until the formal PMDS milestones to
assess performance.
Role of HR
Units
Appendices
Using this
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Evaluating Performance
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Performance
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1
2
3
4

Performance should be monitored on an ongoing basis and regular,
constructive feedback should be provided informally by you to the
jobholder.
Where it is felt it would be beneficial, informal/off the record
meetings can be held between you both regarding performance
issues.
At all times, the integrity and right to privacy of the jobholder must
be fully respected.
Evaluating Performance
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Performance
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1
2
3
4

When evaluating performance – whether formally or informally – you
should always use transparent, objective criteria and apply them to
the standards and objectives set out in the jobholder’s Role Profile.
They should be applied in a structured, logical manner and all
conclusions reached must be objective and evidence based.
You must always be able to cite factual examples in support of the
assessment, whether positive or negative.
Use of Role Profile
Home
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Performance
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Meeting
Performance
Improvement
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Units
Appendices
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1
2
3
4
for evaluating
performance

You should examine the jobholder’s PMDS Role Profile, which sets out
in detail:

The objectives and key deliverables required for the job/role for
the 12 month period and the timescales within which each
objective must be delivered.

The knowledge, skills, competencies and standards of
performance for the particular job/role.

The agreed personal training and development plan to enable the
jobholder perform this role effectively.
Use of Role Profile
Home
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Managers
Performance
Review
Meeting
Performance
Improvement
Action Plan
(Sample)
1
2
3
4
for evaluating
performance

Before raising the issue of underperformance with the jobholder, you
must be satisfied that:
The Role Profile has been agreed (and understood) with the jobholder
(i.e. signed off and is not with the Reviewer).
The knowledge, skills, competencies and related standards, required for
the role are correctly documented in the jobholder’s Role Profile Form.
Role of HR
Units
The particular element(s) i.e. the objectives, timeframes, skills,
competencies and standards, which the jobholder is considered to be
‘underperforming’, are identified as requirements of the job in the Role
Profile.
Appendices
The personal training and development identified has been delivered.
Using this
Tutorial
Y
N
Use of Role Profile
Home
Purpose of
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Introduction
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Managers
Performance
Review
Meeting
Performance
Improvement
Action Plan
(Sample)
1
2
3
4
for evaluating
performance

Before raising the issue of underperformance with the jobholder, you
must be satisfied that:
The Role Profile has been agreed (and understood) with the jobholder
(i.e. signed off and is not with the Reviewer).
N
The knowledge, skills, competencies and related standards, required for
the role are correctly documented in the jobholder’s Role Profile Form.
Role of HR
Units
The particular element(s) i.e. the objectives, timeframes, skills,
competencies and standards, which the jobholder is considered to be
‘underperforming’, are identified as requirements of the job in the Role
Profile.
Appendices
The personal training and development identified has been delivered.
Using this
Tutorial
Y
Action:
Defer any further action until reviewer has decided on the matter.
Use of Role Profile
Home
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Performance
Review
Meeting
Performance
Improvement
Action Plan
(Sample)
1
2
3
4
for evaluating
performance

Before raising the issue of underperformance with the jobholder, you
must be satisfied that:
The Role Profile has been agreed (and understood) with the jobholder
(i.e. signed off and is not with the Reviewer).
Y
N
The knowledge, skills, competencies and related standards, required for
the role are correctly documented in the jobholder’s Role Profile Form.
Y
N
Role of HR
Units
The particular element(s) i.e. the objectives, timeframes, skills,
competencies and standards, which the jobholder is considered to be
‘underperforming’, are identified as requirements of the job in the Role
Profile.
Appendices
The personal training and development identified has been delivered.
Using this
Tutorial
Use of Role Profile
Home
Purpose of
this Tutorial
Introduction
Guide for
Managers
Performance
Review
Meeting
Performance
Improvement
Action Plan
(Sample)
1
2
3
4
for evaluating
performance

Before raising the issue of underperformance with the jobholder, you
must be satisfied that:
The Role Profile has been agreed (and understood) with the jobholder
(i.e. signed off and is not with the Reviewer).
Y
N
The knowledge, skills, competencies and related standards, required for
the role are correctly documented in the jobholder’s Role Profile Form.
Y
N
Role of HR
Units
The particular element(s) i.e. the objectives, timeframes, skills,
competencies and standards, which the jobholder is considered to be
‘underperforming’, are identified as requirements of the job in the Role
Profile.
Appendices
The personal training and development identified has been delivered.
Using this
Tutorial
Action:
Role Profile needs to be re-examined and redefined in detail as
soon as possible and appropriate amendments made
Use of Role Profile
Home
Purpose of
this Tutorial
Introduction
Guide for
Managers
1
2
3
4
for evaluating
performance

Before raising the issue of underperformance with the jobholder, you
must be satisfied that:
The Role Profile has been agreed (and understood) with the jobholder
(i.e. signed off and is not with the Reviewer).
Y
N
The knowledge, skills, competencies and related standards, required for
the role are correctly documented in the jobholder’s Role Profile Form.
Y
N
Role of HR
Units
The particular element(s) i.e. the objectives, timeframes, skills,
competencies and standards, which the jobholder is considered to be
‘underperforming’, are identified as requirements of the job in the Role
Profile.
Y
N
Appendices
The personal training and development identified has been delivered.
Performance
Review
Meeting
Performance
Improvement
Action Plan
(Sample)
Using this
Tutorial
Use of Role Profile
Home
Purpose of
this Tutorial
Introduction
Guide for
Managers
1
2
3
4
for evaluating
performance

Before raising the issue of underperformance with the jobholder, you
must be satisfied that:
The Role Profile has been agreed (and understood) with the jobholder
(i.e. signed off and is not with the Reviewer).
Y
N
The knowledge, skills, competencies and related standards, required for
the role are correctly documented in the jobholder’s Role Profile Form.
Y
N
Role of HR
Units
The particular element(s) i.e. the objectives, timeframes, skills,
competencies and standards, which the jobholder is considered to be
‘underperforming’, are identified as requirements of the job in the Role
Profile.
Y
N
Appendices
The personal training and development identified has been delivered.
Performance
Review
Meeting
Performance
Improvement
Action Plan
(Sample)
Using this
Tutorial
Action:
Role Profile needs to be re-examined and redefined in detail as
soon as possible and appropriate amendments made
Use of Role Profile
Home
Purpose of
this Tutorial
Introduction
Guide for
Managers
1
2
3
4
for evaluating
performance

Before raising the issue of underperformance with the jobholder, you
must be satisfied that:
The Role Profile has been agreed (and understood) with the jobholder
(i.e. signed off and is not with the Reviewer).
Y
N
The knowledge, skills, competencies and related standards, required for
the role are correctly documented in the jobholder’s Role Profile Form.
Y
N
Role of HR
Units
The particular element(s) i.e. the objectives, timeframes, skills,
competencies and standards, which the jobholder is considered to be
‘underperforming’, are identified as requirements of the job in the Role
Profile.
Y
N
Appendices
The personal training and development identified has been delivered.
Y
N
Performance
Review
Meeting
Performance
Improvement
Action Plan
(Sample)
Using this
Tutorial
Use of Role Profile
Home
Purpose of
this Tutorial
Introduction
Guide for
Managers
1
2
3
4
for evaluating
performance

Before raising the issue of underperformance with the jobholder, you
must be satisfied that:
The Role Profile has been agreed (and understood) with the jobholder
(i.e. signed off and is not with the Reviewer).
Y
N
The knowledge, skills, competencies and related standards, required for
the role are correctly documented in the jobholder’s Role Profile Form.
Y
N
Role of HR
Units
The particular element(s) i.e. the objectives, timeframes, skills,
competencies and standards, which the jobholder is considered to be
‘underperforming’, are identified as requirements of the job in the Role
Profile.
Y
N
Appendices
The personal training and development identified has been delivered.
Y
N
Performance
Review
Meeting
Performance
Improvement
Action Plan
(Sample)
Using this
Tutorial
Action:
Defer action until appropriate training has been provided. Actively
persue with Training Unit if necessary.
Use of Role Profile
Home
Purpose of
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Introduction
Guide for
Managers
1
2
3
4
for evaluating
performance

Before raising the issue of underperformance with the jobholder, you
must be satisfied that:
The Role Profile has been agreed (and understood) with the jobholder
(i.e. signed off and is not with the Reviewer).
Y
N
The knowledge, skills, competencies and related standards, required for
the role are correctly documented in the jobholder’s Role Profile Form.
Y
N
Role of HR
Units
The particular element(s) i.e. the objectives, timeframes, skills,
competencies and standards, which the jobholder is considered to be
‘underperforming’, are identified as requirements of the job in the Role
Profile.
Y
N
Appendices
The personal training and development identified has been delivered.
Y
N
Performance
Review
Meeting
Performance
Improvement
Action Plan
(Sample)
Using this
Tutorial
Action:
Underperformance verified.
Use of Role Profile
Home
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Performance
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Meeting
Performance
Improvement
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Appendices
Using this
Tutorial
1
2
3
4
for evaluating
performance

If underperformance is verified, the matter must be addressed.
You should now arrange a Performance Review Meeting with the
jobholder to formally discuss the jobholder’s performance.
This should be done as soon as possible after you have become aware
that the jobholder’s performance is not satisfactory.
You should not wait until the next PMDS milestone (Interim or Annual
Review), unless very imminent, to hold the Performance Review
Meeting.
The cause(s) of the underperformance will determine the approach to
be taken at this meeting.
Use of Role Profile
Home
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Performance
Review
Meeting
Performance
Improvement
Action Plan
(Sample)
Role of HR
Units
Appendices
Using this
Tutorial
1
2
3
4
for evaluating
performance

You should be aware that under Section 10(4) of the Civil Service
Regulation (Amendment) Act 2005, disciplinary action in relation to
underperformance on the part of a jobholder should not be taken
unless measures aimed at improving the performance of the jobholder
through training and development:
a) have in relation to that civil servant been introduced and applied,
and have failed to result in specified improvement in performance
of the civil servant, or
b) have in relation to that civil servant no reasonable prospect of
resulting in an improvement in performance on the part of the
civil servant.
Step 2:
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1
2
3
Identify reasons for/causes via
Performance Review Meeting
4

Step 3
The Performance Review Meeting is used to identify the reasons
for/causes of underperformance and to agree a Performance
Improvement Action Plan to assist the jobholder in improving his or her
performance to the required standard, within a specified timeframe.
Generally speaking, causes of underperformance fall under one of the
following 5 headings:
i.
ii.
iii.
iv.
v.
Lack of clarity about goals/expectations.
Lack of knowledge/skills/attributes for the job.
Clear lack of commitment or effort.
Attendance patterns including ill health/sick leave.
Personal/domestic difficulties.
Sometimes more than one factor will be at play.[1]
Note on Factors affecting Underperformance
Where it is claimed that there have been mitigating factors,
for example, increased workload, workplace stress, or other
factors such as bullying etc. which prevented the jobholder
from performing to the required standard, the manager
should follow the procedures set out in A Positive Working
Environment (see appendices).
If a claim is found to be unjustified then the manager can go
back to the process of dealing with underperformance.
Step 2:
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Performance
Improvement
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Units
Appendices
Using this
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1
2
3
Identify reasons for/causes of UP via
Performance Review Meeting
4

Step 3
Frequently, you will already know, or have a good idea of, the cause(s)
of the underperformance.
However, in some cases this/these will only emerge in the course of the
Performance Review Meeting.
A minute of the meeting should be taken to ensure that a clear record
of the proceedings is recorded.
A template of the steps involved in conducting the Performance Review
Meeting and details of what is involved in each step are outlined in the
next section.
Step 2:
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1
2
3
Identify reasons for/causes of UP via
Performance Review Meeting
4

Step 3
Once the reasons for/causes of underperformance have been identified you
should proceed in accordance with the different strategies set out under each of
the factors below as appropriate.
i:
ii:
Lack of
clarity about
goals /
expectations
Lack of
knowledge /
skills /
competencies
iii:
Clear lack
of
commitment
or effort
iv:
Issues
arising in the
context of ill
health / sick
leave
v:
Personal
or domestic
difficulties
Advice on how to proceed where difficult circumstances arise is set out below:
vi:
Refusal to
acknowledge
underperformance
vii:
Longstanding
underperformance
viii:
Avoidance of
engagement by
jobholder in the
process
Step 2:
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2
1
3
Identify reasons for/causes of UP via
Performance Review Meeting
4

Step 3
Regardless of the reasons for/causes of underperformance, you should
make it clear to the jobholder in a straightforward, non-threatening manner
that:

his/her performance is not acceptable and needs to be improved.

where underperformance does not improve it is a ground for
disciplinary action

if issues identified are not addressed and actions set out in the
Performance Improvement Action Plan not delivered within the set
timeframes, disciplinary action will be considered.
You should also advise the jobholder that the Civil Service Disciplinary
Code provides for a range of sanctions in proven cases, the most severe of
which is dismissal.
Lack of clarity about goals / expectations
i
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Performance
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It is essential that you are clear on your role and responsibilities in relation
to your staff member’s knowledge of goals and expectations and the effect
that this area of managerial duty can have on the performance of your
staff.
In some cases performance problems in staff can arise because you have
failed to:

Clarify requirements and expectations, e.g. objectives, standards
and priorities.

Provide adequate encouragement, guidance, support or
information.

Set reasonable or attainable objectives and standards or have
arbitrarily changed tasks or priorities.
Lack of clarity about goals / expectations
i
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Introduction
It is crucial, therefore, that you should:
Guide for
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
Ensure that all staff reporting to you contribute to the development
of the Business Plan for your area and that they are clear on their
individual roles in the implementation of the Plan.

Ensure that each individual member of staff is clear on his or her
particular objectives as expressed in their Role Profile Form and the
standards to be upheld and met in achieving same.

Ensure that when an individual takes up a new position they should
be given a clear job description.

Give regular objective feedback on performance to your staff and
not just at the relevant times in the PMDS cycle. This feedback
should acknowledge good performance and identify, in a
constructive manner, performance that is not satisfactory.
Performance
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Lack of clarity about goals / expectations
i
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It is important for jobholders to recognise
that they too have a responsibility to seek
clarification from you – as their manager –
regarding goals/expectations.
Lack of knowledge / skills / competencies for the job
ii
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Where, at the Performance Review Meeting, it becomes clear that lack
of knowledge/skills/competencies are preventing the jobholder from
reaching a satisfactory standard of performance, the Performance
Improvement Action Plan to deal with the issues should focus clearly
on measures which will be put in place to assist the jobholder to
improve his or her performance.
You should advise the jobholder that you both have a responsibility to
address the matters identified.
In discussion with the jobholder, you should establish the most
appropriate measures or combination of measures.
Lack of knowledge / skills / competencies for the job
ii
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These can include any or all of the following and a record should be
kept by you of all such measures provided to the jobholder:

Coaching from a more experienced peer or you, the manager.

Self-managed learning by the jobholder of specified material.

Specific formal training arranged by Training Unit.
In relation to formal training, Training Unit should be consulted to
identify the most appropriate and suitable training available and
ascertain the earliest timeframe in which it could be provided.
This will need to be done before the Action Plan is finalised.
Lack of knowledge / skills / competencies for the job
ii
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iii
In certain, limited, circumstances, a bad fit between the jobholder and
his or her current job may be at the root of the underperformance
issue.
In such cases, further development/support measures may be unlikely
to result in attainment of satisfactory performance in that job.
Such measures as were undertaken should be documented.
Provided the jobholder has shown a commitment to perform well
generally, you should consult with HR Unit and evaluate if a transfer to
a more suitable position within the Department would be a more
appropriate measure.
HR Unit will only facilitate transfers in such cases where it is shown that all reasonable
measures to address the underperformance issue have been taken locally.
Clear lack of commitment or effort
iii
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A jobholder whose performance is not satisfactory because of his or
her lack of commitment or effort is unlikely to disclose that as the
reason.
There can be many reasons for this, ranging from embarrassment,
defensiveness, denial etc.
As long as there are no other factors at play, a reasonably “tough while
fair-minded” approach should be taken by you at the Performance
Review Meeting.
Clear lack of commitment or effort
iii
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Introduction
You should cite concrete examples in support of your contention.
Guide for
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Examples could include:
Performance
Review
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
poor attendance and/or lack of punctuality on the part of the
jobholder;
Performance
Improvement
Action Plan
(Sample)

inadequate preparation for work tasks or events;

poor quantity and/or quality of work output;
Role of HR
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
ignoring guidance/advice on the optimal way to deal with the
work;

letting colleagues down; etc
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Issues arising in the context of ill health / sick leave
iv
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v
You may find that a staff member has poor attendance arising from
high amounts of sick leave.
Attendance patterns may be the sole issue to be addressed or there
may be other related performance difficulties, such as non
achievement of goals.
The first step in addressing any issues relating to ill health or sick leave
is to follow the procedures set out in the Management of Sick Leave
Circular 09/2010 .
You should not deal with sick leave absences as an underperformance
matter unless you have first addressed the matter as a sick leave issue.
Issues arising in the context of ill health / sick leave
iv
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Guide for
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Where you believe that ill health or sick leave are leading to
underperformance, you need to act with sensitivity and care. Please
be aware that:
Performance
Review
Meeting
a) equality legislation prohibits discrimination in employment on
any of the “9 grounds”, one of which is disability and
Performance
Improvement
Action Plan
(Sample)
b) information about a person’s health is deemed to be sensitive
personal data for the purposes of Data Protection legislation and
as such is accorded special protection.
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See Also:
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Certified sickness
absence
Uncertified
sickness absence
Ill health not
resulting in
sickness absence
Employee
Assistance Service
Certified sickness absence
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1) On the jobholders return to work you must hold a Return to Work
Meeting, as set out in Circular 9/2010 (Sick Leave Circular).
Where there are difficulties in meeting the requirements of the job
and the targets agreed at the Return to Work Meeting are not being
met, they should be revisited with the jobholder.
You can at this point ask HR Unit to refer the case to the EAS.
You could also consult with HR Unit and evaluate if a transfer to a
more suitable position within the Department would be a more
appropriate measure.
(HR Unit will only facilitate transfers in such cases where it is shown that all
reasonable measures to address the issue have been taken locally.)
Certified sickness absence
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2) Where, following either a Sick Leave Review Meeting or a Return
to Work Meeting, there is still a difficulty with attendance, you
should have the case referred to the Chief Medical Officer (CMO)
through your HR Unit.
This is particularly the case where stress is the reason for the sick
leave.
3) Once all reasonable steps have been taken by you and your
Department, and the jobholder has been certified as fit to return
to work by the CMO, you should begin to deal with the issue as
an underperformance matter and hold a Performance Review
Meeting.
Uncertified sickness absence
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Some jobholders may have a combination of certified and uncertified
sick leave, or just high levels of uncertified sick leave.
While certified sickness absence should de dealt with as outlined
previously, good practice requires monitoring of uncertified sickness
absence by managers and HR Units.
Certain patterns of uncertified sickness absence may signal that a
jobholder has difficulties showing commitment to their job.
Thus, a jobholder who regularly takes 5 or more days of uncertified
sickness absence in any 12-month period may be in difficulty.
Uncertified sickness absence
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Situations where jobholders regularly take uncertified sickness absence
when their annual leave allocation has been exhausted may also need to
be addressed.
Similarly, jobholders who regularly have uncertified sickness absence on
a Monday and/or Friday may have issues that need to be addressed.
You should be aware of the Civil Service Drugs and Alcohol policy and
related guidelines, available from your HR Unit and you should ask the
HR Unit to consult the CMO if you have any concerns.
Appendices
As with certified sick leave you need to approach a problem with
uncertified sick leave with sensitivity and tact.
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See what you should make staff aware of when dealing with high rates of sick leave.
Uncertified sickness absence
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1) A Sick Leave Review Meeting should be held where the
jobholder’s pattern of absence is a cause for concern (Sick Leave
Circular 09/2010). You can ask the HR unit to refer the case to the
CMO and can also refer the case to the EAS.
2) Where you have made all reasonable efforts to address the
matter and it becomes clear that the matter is not one of genuine
ill health, then the matter should be dealt with by holding a
Performance Review Meeting or as a disciplinary matter. It is
legitimate for you, during the Performance Review Meeting, to
refer to uncertified sickness absences and probe whether these
absences are in any way connected to the underperformance.
Discounting
Discounting refers to the practice whereby one off or nonrecurring illnesses are not taken into account when
calculating the number of sick days taken by an officer.
Ill health not resulting in sickness absence
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
It may be that the jobholder is suffering from an illness which has
affected their performance but has not led to any sickness absence.
Where this becomes evident, you should consult your HR Unit for
advice.
HR Units deal with issues of this nature on a case-by-case basis.
Employee Assistance Service
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It is always open to you to seek the advice of an Employee Assistance
Officer (EAO) in relation to issues arising from sickness absence; and/or
to encourage the staff member concerned to avail of the services of the
EAS.
Personal or domestic difficulties
v
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In cases of personal and/or domestic difficulties the confidentiality of the
discussions between you and the jobholder is paramount.
Some jobholders may not be aware that a particular personal or domestic
problem is impacting on their work performance and when made aware
may take immediate remedial actions themselves to improve performance.
Others may need greater flexibility on a temporary basis i.e. with regard to
attendance.
While you should be aware of the “special leave” provisions, details of
which are available from HR Units, you should use your discretion to
accommodate the jobholder with arrangements acceptable to both of you.
Such arrangements should be monitored.
Personal or domestic difficulties
v
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In some instances jobholders will disclose that they have personal
problems but refuse to accept that these problems are having an effect
on their work performance.
It is of vital importance that, at the Performance Review Meeting, you
can supply factual information, specific examples, etc. which do not
match the agreed objectives/targets and timeframes shown on the
Role Profile and/or Interim Review forms.
Personal or domestic difficulties
v
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Jobholders, having confided a personal problem to you, should be
offered appropriate support.
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You should not act as a counsellor to the jobholder concerning the
difficulties they are encountering.
Performance
Improvement
Action Plan
(Sample)
Instead, you should strongly encourage the jobholder to seek advice
from the EAS.
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Some jobholders may be reluctant to contact the EAS themselves so
you should discuss the possibility of you intervening on their behalf.
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Personal or domestic difficulties
v
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You should be aware of your responsibilities with regard to staff.
In this regard where there is a risk to someone’s well being you should
contact the EAS.
Particular care should be taken to ensure that underperformance due
to personal or domestic problems is not handled in such a way so as to
exacerbate the difficulties being experienced by the jobholder.
It is essential that you take into account the particular individual
circumstances.
Personal or domestic difficulties
v
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You should discuss and agree a Performance Improvement Action
Plan with the jobholder specifying what is to be achieved, what
supports will be put in place, and the timeframe in which this is to
happen.
The Action Plan should also specify the checkpoint dates when you
will review progress on the Action Plan.
Refusal to acknowledge underperformance
vi
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This is not a cause of underperformance.
However, where a jobholder refuses to acknowledge or accept that he
or she is underperforming, you will need to demonstrate that this is the
case.
Performance
Improvement
Action Plan
(Sample)
This should be done by reviewing the jobholder’s work in conjunction
with his or her Role Profile.
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While acceptable performance of tasks should be acknowledged,
unacceptable performance should be clearly explained.
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Refusal to acknowledge underperformance
vi
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When explaining, you should state in relation to each of the relevant
tasks/aspects of the job what is an acceptable level of performance
and, using examples, the areas in which the jobholder’s performance
has fallen short of this standard.
If, following this process, the jobholder continues to refuse to
acknowledge underperformance; you should consult with your HR Unit.
Longstanding underperformance
vii
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This is a particularly difficult issue to deal with.
It can arise because the underperformance was never tackled before;
or because all previous efforts at tackling it failed to resolve it.
Notwithstanding the history of the underperformance, as the current
manager, you should make best efforts to now deal with it.
Using the jobholder’s Role Profile, you should review the jobholder’s
work performance as indicated earlier in this tutorial and follow the
template for the Performance Review Meeting.
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You should only focus on the current Role Profile and the current work
performance of the jobholder and not on past performance.
Longstanding underperformance
vii
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viii
In discussing solutions, you could consider an incremental approach to
seeking to improve the jobholder’s performance, if he or she deems it
to be appropriate.
By confining the initial remedial approach to smaller, manageable
blocks of work, you can avoid the jobholder becoming overwhelmed or
daunted by the task.
For example, you could, in the Performance Improvement Action Plan,
elect not to deal with all performance issues at once.
Instead, a specific, time bound task or project could be specified in the
Action Plan.
Longstanding underperformance
vii
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When the specified task/project has been completed (or the agreed
timeframe has passed, whichever is sooner), you could meet with the
jobholder and review the performance of that task or project.
Depending on the outcome, additional time bound tasks/projects can
then be set and reviewed at the agreed checkpoints.
If this approach succeeds, it should be continued until the jobholder
reaches a consistently satisfactory level of performance.
Avoidance of engagement by jobholder in the process
viii
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You may find that when you actively start the process of dealing with
underperformance staff may get defensive and in many cases take
sick leave as an avoidance measure.
This can happen at the informal or formal stages of the process.
There should be no delay in dealing with this issue.
If, in the course of dealing with underperformance issues, extended
sick leave is availed of by the jobholder, the matter should be referred
immediately to your HR Unit for consideration as to whether the
matter should be referred to the EAS and/or the CMO for their views.
Avoidance of engagement by jobholder in the process
viii
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Likewise, if HR Units receive a medical certificate in these
circumstances then they should consider whether the matter should
be referred to the EAS and/or the CMO for their views.
If the CMO certifies the person fit to work and says that it is a
management issue, and the jobholder does not return to work, then
consideration should be given to removing the officer from the
payroll.
Step 3:
Decide & agree on action required at the Performance Review
Meeting using the Performance Improvement Action Plan
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Step 4
Depending on the cause of the underperformance indentified as part
of Step 2, you may deem it necessary to consult the EAS and/or seek
advice and support from HR Unit.
Otherwise, you should proceed to draw up a Performance
Improvement Action Plan.
Click here to see what the Performance Improvement Action Plan
should specify.
The Performance Improvement Action Plan should specify:







The areas (i.e. relevant Key Tasks on the Role Profile) where there has been
unsatisfactory progress.
The progress which is required to be achieved over the period of the Action Plan.
The timeframes which will apply to achievement of progress.
The support measures which will be put in place, when, and by whom (including
development measures such as coaching, self-learning, formal training; and, in cases
of personal/domestic difficulties, any other support measures to be provided, with
timeframes).
The intervals at which progress will be reviewed during the lifetime of the Action Plan.
The date when overall progress achieved in the Action Plan will be reviewed and
evaluated.
A statement that, in the event that satisfactory progress is not achieved in the
timeframe specified, consideration will be given to invoking the Disciplinary Code.
Step 3:
Decide & agree on action required at the Performance Review
Meeting using the Performance Improvement Action Plan
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Step 4
The Performance Improvement Action Plan should be signed and
dated by both you and the jobholder.
The Plan should be retained locally, with you and the jobholder each
holding a copy of the signed document.
The Plan should not be forwarded to HR Unit, but you should inform
HR Unit that a Plan has been agreed.
A sample Performance Improvement Action Plan is available in the
next section.
Step 4: Resource the Action
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Step 5
It is necessary, as outlined in each the strategies in Step 2, to provide
the coaching, training, guidance, experience or facilities that are
required to enable the actions agreed in the Performance
Improvement Action Plan to happen.
Where necessary, Training Unit and HR Unit should be contacted to
ensure that these requirements are put in place promptly.
Step 5: Monitor and Provide Feedback
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
You should monitor progress under the Performance
Improvement Action Plan ensuring that improvements are made
and supports provided within the agreed timeframes.
Overall progress should be reviewed at the agreed review date.
Feedback should be provided and agreement should be reached
on any further actions that may be necessary.
Follow Up Actions
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
Where you have made concerted efforts to address
underperformance of a jobholder, in line with this tutorial, and the
jobholder has failed to improve his or her performance to a
satisfactory standard, you can legitimately start disciplinary action.
Performance
Improvement
Action Plan
(Sample)
Taking disciplinary action means that you must follow the Civil Service
Disciplinary Code, which sets out the procedures involved in invoking
the Disciplinary Code.
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See Points to note.
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Follow Up Actions – Points to note

Before starting to take any disciplinary action the manager should consult with HR Unit.

A strict procedure must be observed, as set out in the Disciplinary Code, when taking
disciplinary action and it is essential that this procedure is adhered to.

The Disciplinary Code provides for the following range of disciplinary actions which may
be taken against a jobholder, following application of the disciplinary procedures:
 Placing a formal written note on the jobholder’s file in HR Unit.
 Deferral of an increment.
 Debarment from competitions or specified competitions or from promotion for a
specified period of time.
 Transfer to another office or Division or geographical location.
 Withdrawal of concessions or allowances.
 Placement on a lower rate of remuneration.
 Reduction in grade or rank.
 Suspension without pay.
 Dismissal.

Irrespective of the strength of a disciplinary case, where correct procedures are not
adhered to, the case may fall.
Supports for Managers
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You can expect support in dealing with underperformance from:
•
your manager; and
•
the Employee Assistance Service; and
•
HR Unit
The appropriate level for formally dealing with underperformance may
be the line manager, or, in certain departments, there may be a policy
that more senior managers within the department must also be
involved.
You should consult with your HR unit to confirm the policy in your own
department on this.
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Prior to entering the formal procedure, performance issues are dealt
with by the immediate manager.
Where required, at the informal stage, you will receive advice, support
and back up from your own manager (i.e. the second supervisor for the
staff member whose underperformance is being managed).
HR Unit is also available to advise you. There should be a nominated
contact person within HR Units for managers to deal with in this regard.
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Role of HR
Units
Appendices
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Tutorial
1
2
3

The services of the EAS will be available, on a personal basis, to you as
required.
In the event that the staff member whose underperformance is being
managed is already availing of the services of the EAS, the EAS will
advise you accordingly and, if required, will arrange for you to have
access to the services of an alternative EAO.
The Disability Liaison Officer can be contacted where issues involving
disability are concerned.
Performance Review Meeting
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Performance
Review
Review
Meeting
Performance
Improvement
Action Plan
(Sample)
Role of HR
Units
The purpose of the Performance Review Meeting is to establish or clarify the
cause(s) of the underperformance and to agree a Performance Improvement Action
Plan to deal with it/them.
The steps involved in a Performance Review Meeting (click each for more details):
Set the Scene
Resolution / Solution
Invite Jobholder’s View
Manager’s Confirmation
& Agreement
Give Manager’s View
Appendices
Summary of Agreement
Using this
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Discuss Gaps / Issues
Set the scene
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3

Next Step
The meeting should take place in private, in an environment that is
comfortable, non-threatening and away from interruptions or
distractions.
While it is not recommended that another staff member attends the
meeting there may be circumstances where you may need to
consider whether you should be accompanied by another member of
staff e.g. where it is possible that the jobholder may become difficult
during the meeting.
Set the scene
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
Next Step
The meeting should be against a backdrop where you have already
been giving regular feedback to the jobholder about his or her
performance (i.e. not just at Interim or Annual Review meetings),
including on aspects of the jobholder’s performance which are not
satisfactory.
You should begin the meeting by outlining to the jobholder the
objectives of the Performance Review Meeting.
Objectives of the Performance Review Meeting
 to clarify what are the standards of performance which are expected of
the jobholder, in the context of his or her Role Profile.
 to clarify in what respects the jobholder has been meeting the required
standards.
 to clarify in what respects the jobholder has not been meeting the
required standards.
 to identify the causes of underperformance.
 to agree a Performance Improvement Action Plan to assist the jobholder
to improve his or her performance to the required standard, within a
specified timeframe.
 to ensure that the jobholder is aware that where satisfactory
improvement is not achieved, consideration will be given to invoking the
Disciplinary Code.
Set the scene
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
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Introduction
At this stage, you should not go into any detail on the objectives.
Guide for
Managers
You should wait until the jobholder has been given the opportunity to
give his or her views before giving your evaluation.
Performance
Review
Review
Meeting
Performance
Improvement
Action Plan
(Sample)
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You should advise the jobholder that:
– a minute is being taken of the meeting;
– a copy of the minute will be provided to them; and
– the minute will not be copied to any other party.
You should clarify that the purpose of the minute is to help you both by
providing a clear record of the meeting.
Invite Jobholder’s View
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
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Having set the scene, you should invite the jobholder to express his or her
own views on their performance.
Performance
Review
Review
Meeting
Your approach to the rest of the meeting will be determined by what you
learn in this part of the meeting.
Performance
Improvement
Action Plan
(Sample)
It is, therefore, important that you should adopt an open, non-judgemental
stance and actively listen to what the jobholder is saying.
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Where the jobholder is not offering specific causes for underperformance,
you should be alert to cues which might suggest what the causes are.
The disclosed or suggested causes of underperformance can fall into a
number of categories.
The disclosed or suggested causes of underperformance are likely
to fall into one of the following categories:
1. that there have been mitigating factors, for example increased workload,
workplace stress, or other factors such as bullying etc. which prevented the
jobholder from performing to the required standard. Where this happens the
manager should follow the procedure set out in A Positive Working
Environment. If a claim is found to be unjustified then the manager can go
back to the process of dealing with underperformance
2. lack of clear goals/expectations (see strategy)
3. lack of knowledge/skills etc. (see strategy)
4. health reasons (see strategy)
5. personal and/or domestic difficulties (see strategy)
6. lack of commitment or effort (see strategy)
Lack of clarity about goals / expectations

Be clear on your role and responsibilities in relation staff’s knowledge of goals and expectations and the
effect that your managerial duty can have on the performance of staff.
Performance problems in staff can arise because you have failed to:

Clarify requirements and expectations, e.g. objectives, standards and priorities.

Provide adequate encouragement, guidance, support or information.

Set reasonable or attainable objectives and standards or have arbitrarily changed tasks or priorities.
It is crucial, therefore, that you should:

Ensure that all staff contribute to the development of the Business Plan for your area and that
they are clear on their individual roles in the implementation of the Plan.

Ensure that staff are clear on their particular objectives as expressed in their Role Profile Form
and the standards to be upheld and met in achieving same.

Ensure that when an individual takes up a new position they should be given a clear job
description.

Give regular objective feedback on performance and not just at the relevant times in the PMDS
cycle. Feedback should acknowledge good performance and identify, in a constructive manner,
performance that is not satisfactory.
It is important for jobholders to recognise that they too have a responsibility to seek clarification from
you – as their manager – regarding goals/expectations.
Lack of knowledge/skills etc.
1
2

Where, at the Performance Review Meeting, it becomes clear that lack of
knowledge/skills/competencies are preventing the jobholder from reaching a satisfactory
standard of performance, the Performance Improvement Action Plan to deal with the issues
should focus clearly on measures which will be put in place to assist the jobholder to
improve his or her performance.
You should advise the jobholder that you both have a responsibility to address the matters
identified.
In discussion with the jobholder, you should establish the most appropriate measures or
combination of measures.
These can include any or all of the following and a record should be kept by you of all such
measures provided to the jobholder:



Coaching from a more experienced peer or you, the manager.
Self-managed learning by the jobholder of specified material.
Specific formal training arranged by Training Unit.
Lack of knowledge/skills etc.
1
2

In relation to formal training, Training Unit should be consulted to identify the most
appropriate and suitable training available and ascertain the earliest timeframe in which it
could be provided.
This will need to be done before the Action Plan is finalised.
In certain, limited, circumstances, a bad fit between the jobholder and his or her current job
may be at the root of the underperformance issue.
In such cases, further development/support measures may be unlikely to result in
attainment of satisfactory performance in that job.
Such measures as were undertaken should be documented.
Provided the jobholder has shown a commitment to perform well generally, you should
consult with HR Unit and evaluate if a transfer to a more suitable position within the
Department would be a more appropriate measure.
HR Unit will only facilitate transfers in such cases where it is shown that all reasonable
measures to address the underperformance issue have been taken locally.
Health Reasons
General
Certified absence
Uncertified absence
Other assistance

You may find that a staff member has poor attendance arising from high amounts of sick
leave.
Attendance patterns may be the sole issue to be addressed or there may be other related
performance difficulties, such as non achievement of goals.
The first step in addressing any issues relating to ill health or sick leave is to follow the
procedures set out in the Management of Sick Leave Circular 09/2010.
You should not deal with sick leave absences as an underperformance matter unless you
have first addressed the matter as a sick leave issue.
Where you believe that ill health or sick leave are leading to underperformance, you need
to act with sensitivity and care. Please be aware that:
a) equality legislation prohibits discrimination in employment on any of the “9
grounds”, one of which is disability and
b) information about a person’s health is deemed to be sensitive personal data for the
purposes of Data Protection legislation and as such is accorded special protection.
Health Reasons
General
Certified absence
Uncertified absence
Other assistance

1) On the jobholders return to work you must hold a Return to Work Meeting, as set out in
Circular 9/2010 (Sick Leave Circular).
Where there are difficulties in meeting the requirements of the job and the targets agreed at
the Return to Work Meeting are not being met, they should be revisited with the jobholder.
You can at this point ask HR Unit to refer the case to the EAS.
You could also consult with HR Unit and evaluate if a transfer to a more suitable position
within the Department would be a more appropriate measure.
(HR Unit will only facilitate transfers in such cases where it is shown that all reasonable measures to
address the issue have been taken locally.)
2) Where, following either a Sick Leave Review Meeting or a Return to Work Meeting, there is
still a difficulty with attendance, you should have the case referred to the Chief Medical
Officer (CMO) through your HR Unit.
This is particularly the case where stress is the reason for the sick leave.
3) Once all reasonable steps have been taken by you and your Department, and the jobholder
has been certified as fit to return to work by the CMO, you should begin to deal with the
issue as an underperformance matter and hold a Performance Review Meeting.
Health Reasons
General
Certified absence
Uncertified absence
Other assistance

Some jobholders may have a combination of certified and uncertified sick leave, or just high levels of
uncertified sick leave.
While certified sickness absence should de dealt with as outlined previously, good practice requires
monitoring of uncertified sickness absence by managers and HR Units.
Certain patterns of uncertified sickness absence may signal that a jobholder has difficulties showing
commitment to their job.
Thus, a jobholder who regularly takes 5 or more days of uncertified sickness absence in any 12-month
period may be in difficulty.
Situations where jobholders regularly take uncertified sickness absence when their annual leave
allocation has been exhausted may also need to be addressed.
Similarly, jobholders who regularly have uncertified sickness absence on a Monday and/or Friday may
have issues that need to be addressed.
You should be aware of the Civil Service Drugs and Alcohol policy and related guidelines, available from
your HR Unit and you should ask the HR Unit to consult the CMO if you have any concerns.
As with certified sick leave you need to approach a problem with uncertified sick leave with sensitivity
and tact.
See what you should make staff aware of when dealing with high rates of sick leave.
Health Reasons
General
Certified absence
Uncertified absence
Other assistance

HR Assistance
It may be that the jobholder is suffering from an illness which has affected their
performance but has not led to any sickness absence.
Where this becomes evident, you should consult your HR Unit for advice.
HR Units deal with issues of this nature on a case-by-case basis.
Employee Assistance Service
It is always open you to seek the advice of an Employee Assistance Officer (EAO) in
relation to issues arising from sickness absence; and/or to encourage the staff member
concerned to avail of the services of the EAS.
Personal/Domestic Reasons
1
2

In these cases the confidentiality of the discussions between you and the jobholder is
paramount.
Some jobholders may not be aware that a particular problem is impacting on
performance, and when made aware may take immediate actions to improve it.
Others may need greater flexibility on a temporary basis i.e. with regard to attendance.
While you should be aware of the “special leave” provisions, details of which are available
from HR Units, you should use your discretion to accommodate the jobholder with
arrangements acceptable to both of you.
Such arrangements should be monitored.
A jobholder may disclose that they have personal problems but refuse to accept that
these problems are having an effect on their work performance.
It is of vital importance that, at the Performance Review Meeting, you can supply factual
information, specific examples, etc. which do not match the agreed objectives/targets and
timeframes shown on the Role Profile and/or Interim Review forms.
Personal/Domestic Reasons
1
2

Jobholders, having confided a personal problem to you, should be offered appropriate
support. Don’t act as counsellor to the jobholder concerning their difficulties. Instead,
you should strongly encourage them jobholder to seek advice from the EAS.
Some jobholders may be reluctant to contact the EAS themselves so you should discuss
the possibility of you intervening on their behalf. You should be aware of your
responsibilities with regard to staff. In this regard where there is a risk to someone’s well
being you should contact the EAS.
Particular care should be taken to ensure that underperformance due to personal or
domestic problems is not handled in such a way so as to exacerbate the difficulties being
experienced by the jobholder. It is essential that you take into account the particular
individual circumstances.
Discuss and agree a Performance Improvement Action Plan with the jobholder specifying
what is to be achieved, what supports will be put in place, and the timeframe in which this
is to happen.
The Action Plan should also specify the checkpoint dates when you will review progress on
the Action Plan.
Lack of commitment or effort

A jobholder whose performance is not satisfactory because of his or her lack of
commitment or effort is unlikely to disclose that as the reason.
There can be many reasons for this, ranging from embarrassment, defensiveness, denial
etc.
As long as there are no other factors at play, a reasonably “tough while fair-minded”
approach should be taken by you at the Performance Review Meeting.
You should cite concrete examples in support of your contention.
Examples could include:

poor attendance and/or lack of punctuality on the part of the jobholder;

inadequate preparation for work tasks or events;

poor quantity and/or quality of work output;

ignoring guidance/advice on the optimal way to deal with the work;

letting colleagues down; etc
Invite Jobholder’s View
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Meeting
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Action Plan
(Sample)
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1
2

Next Step
Particular difficulties which may arise, irrespective of cause, are
where the jobholder denies or refuses to acknowledge that there
are issues with his or her performance or refuses to engage in the
process at all.
Finally, where underperformance has persisted for a long time
and has either not been tackled up to now, or attempts to redress
it have not resulted in acceptable performance, effective
strategies can be difficult to find.
Refusal to acknowledge underperformance

This is not a cause of underperformance.
However, where a jobholder refuses to acknowledge or accept that he or she is
underperforming, you will need to demonstrate that this is the case.
This should be done by reviewing the jobholder’s work in conjunction with his or her Role
Profile.
While acceptable performance of tasks should be acknowledged, unacceptable
performance should be clearly explained.
When explaining, you should state in relation to each of the relevant tasks/aspects of the
job what is an acceptable level of performance and, using examples, the areas in which
the jobholder’s performance has fallen short of this standard.
If, following this process, the jobholder continues to refuse to acknowledge
underperformance; you should consult with your HR Unit.
Avoidance of engagement in the process

You may find that when you actively start the process of dealing with underperformance
staff may get defensive and in many cases take sick leave as an avoidance measure.
This can happen at the informal or formal stages of the process.
There should be no delay in dealing with this issue.
If, in the course of dealing with underperformance issues, extended sick leave is availed of
by the jobholder, the matter should be referred immediately to your HR Unit for
consideration as to whether the matter should be referred to the EAS and/or the CMO for
their views.
Likewise, if HR Units receive a medical certificate in these circumstances then they should
consider whether the matter should be referred to the EAS and/or the CMO for their
views.
If the CMO certifies the person fit to work and says that it is a management issue, and the
jobholder does not return to work, then consideration should be given to removing the
officer from the payroll.
Longstanding underperformance
1
2

This is a particularly difficult issue to deal with.
It can arise because the underperformance was never tackled before; or because all
previous efforts at tackling it failed to resolve it.
Notwithstanding the history of the underperformance, as the current manager, you
should make best efforts to now deal with it.
Using the jobholder’s Role Profile, you should review the jobholder’s work performance as
indicated earlier in these Guidelines and follow the template for the Performance Review
Meeting.
You should only focus on the current Role Profile and the current work performance of
the jobholder and not on past performance.
In discussing solutions, you could consider an incremental approach to seeking to improve
the jobholder’s performance, if he or she deems it to be appropriate.
Longstanding underperformance
1
2

By confining the initial remedial approach to smaller, manageable blocks of work, you can
avoid the jobholder becoming overwhelmed or daunted by the task.
For example, you could, in the Performance Improvement Action Plan, elect not to deal
with all performance issues at once.
Instead, a specific, time bound task or project could be specified in the Action Plan.
When the specified task/project has been completed (or the agreed timeframe has
passed, whichever is sooner), you could meet with the jobholder and review the
performance of that task or project.
Depending on the outcome, additional time bound tasks/projects can then be set and
reviewed at the agreed checkpoints.
If this approach succeeds, it should be continued until the jobholder reaches a
consistently satisfactory level of performance.
Give Manager’s View
3
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Action Plan
(Sample)
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1
2

Next Step
At the Scene Setting part of the meeting, you will have outlined the
specific areas in which performance has not been satisfactory.
In this part of the meeting, you should take account of what you have
learned when the jobholder expressed their view and proceed accordingly.
You should review the jobholder’s performance by reference to their Role
Profile, taking each Key Task in turn and giving positive or negative
feedback as appropriate.
All feedback should be addressed to the performance, not the personal
attributes, of the individual.
Evaluating Performance
1
2

All evaluations of performance must be by reference to the Role Profile.
Consequently, it is essential that you ensure, in relation to your staff, that their Role
Profile clearly states what are the objectives and standards to be applied to the
achievement of key tasks.
These should be clear, unambiguous and measurable.
They should also be realistic and achievable within specified timescales.
Formal evaluation of performance is done via the Interim and Annual Reviews.
Progress towards achieving the specified objectives and standards is assessed at the
time of the Interim Review, and evaluated and rated in the Annual Review.
However, you should not wait until the formal PMDS milestones to assess
performance.
Evaluating Performance
1
2

Performance should be monitored on an ongoing basis and regular, constructive
feedback should be provided informally by you to the jobholder.
Where it is felt it would be beneficial, informal/off the record meetings can be held
between you both regarding performance issues.
At all times, the integrity and right to privacy of the jobholder must be fully
respected.
When evaluating performance – whether formally or informally – you should always
use transparent, objective criteria and apply them to the standards and objectives
set out in the jobholder’s Role Profile.
They should be applied in a structured, logical manner and all conclusions reached
must be objective and evidence based.
You must always be able to cite factual examples in support of the assessment,
whether positive or negative.
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1
2

Next Step
The feedback should be expressed in constructive terms.
As far as possible, you should cite factual examples in support of the
views you are expressing. These illustrate the point you are making.
In a case where a jobholder does not appear to accept that they are
underperforming, examples can provide a means of demonstrating the
underperformance.
In relation to underperformance, you should outline what the impact
has been (eg. consequences of missed deadlines; increased workload
for colleagues and/or manager; effect on customer service/image of
the Section/ morale in the Section etc.).
4
Discuss Gaps / Issues
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
Next Step
You should next initiate a discussion with the jobholder in which any
gaps in information or understanding (on either side) can be clarified,
and any issues arising from differences in perception can be
discussed.
The objective for this part of the meeting is to try to achieve a shared
understanding of what the issues are and work towards agreement on
what strategy will be put in place to address the issues.
5
Resolution / Solution
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
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Having identified what are the issues, both you and the jobholder
should then proceed to discuss realistic approaches to resolve them.
Performance
Review
Review
Meeting
The approach will be decided in the context of the cause(s) of the
underperformance.
Performance
Improvement
Action Plan
(Sample)
See the different strategies outlined at Step 2 of this tutorial for
guidance.
Role of HR
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6
Manager’s confirmation & agreement
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
Next Step
Following the discussion, you should state what you consider
to be an acceptable approach to resolving the issue(s) and
over what timeframe.
7
Summary of Agreement
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
The details of the measures to be adopted to deal with the
underperformance, and the relevant timeframes, should then
be set out in the Performance Improvement Action Plan.
Both you and the jobholder should sign the Action Plan and
you should inform HR Unit that a Plan has been agreed.
Performance Improvement Action Plan
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Sample
1
2
3
4
5
6
1. Description of Key Task(s) where progress has been unsatisfactory
(as on Role Profile):
1.
2.
3.
4.
5.
Performance Improvement Action Plan
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Sample
1
2
3
4
5
6
2. Issues identified at Performance Review Meeting in relation to Key
Task(s):
1.
2.
3.
4.
5.
Performance Improvement Action Plan
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Plan
(Sample)
Sample
1
2
3
5
6
3. Specific Progress/Improvements to be achieved in Key Task(s) and
timeframes:
Progress/Improvements required
1.
2.
3.
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4.
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5.
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Timeframes
Performance Improvement Action Plan
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1
3
2
5
6
4. Supports to be provided, by whom, timeframes:
Supports
1.
Performance
Improvement
Improvement
Action Plan
Plan
(Sample)
2.
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4.
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5.
Using this
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4
3.
By whom
Timeframes
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Sample
1
2
3
4
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6
5. Progress review dates:
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2
3
4
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6. Signatures
Guide for
Managers
Signed (Jobholder): __________________________ Date: _______________
Performance
Review
Meeting
Signed (Manager): ___________________________ Date: _______________
Performance
Improvement
Improvement
Action Plan
Plan
(Sample)
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The purpose of this Action Plan is to clarify what performance improvements are to
be achieved by the jobholder in the stated timeframe(s) and the supports which
will be put in place to assist the jobholder to make the improvements. This process
is founded on the expectation that the jobholder will achieve the specified
improvements. However, where satisfactory improvement is not achieved, the
jobholder should be aware that consideration will be given to invoking the
Disciplinary Code.
Role of HR Units
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The role of HR Units in managing underperformance is crucial in
supporting managers to manage performance and to address
underperformance.
To strengthen the approach to managing performance it is important
that at least one member of HR Units has responsibility and is
accountable for performance policy (including PMDS, management of
underperformance, discipline) and that the role provides opportunity
to strengthen policies in these areas.
Performance Management
Framework for addressing
underperformance matters
Performance Management
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1
2

2
The extent to which underperformance problems are addressed is
generally a reflection of the overall performance management culture
in a department.
The role of HR Units in managing underperformance starts with a
proactive role in performance management within the Department.
In the absence of a strong performance management culture it is
unlikely that managers will tackle underperformance.
PMDS is the first step in addressing any underperformance issue by
providing the basis for identifying underperformance and HR Unit’s role
in performance management is crucial.
Performance Management
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1
2

2
HR Units have a role in designing and reviewing PMDS which may
involve taking new approaches to strengthen performance
management including for example, running workshops for managers
and staff, providing advice and support materials to staff and managers
and ensuring there is compliance with the system.
To strengthen their approach to performance management HR Units
could engage in ……………...
Strengthening Approach to Performance Management
HR could engage in some or all of the following in terms of strengthening their
approach to performance management:

Monitoring and enforcement of compliance

Auditing quality of PMDS
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Regular reporting to Management Advisory Committee (MAC)
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Regular workshops with managers on aspects of PMDS such as goal
setting, monitoring performance, strengthening performance, ratings
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Guidelines and resources for managers
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Staff surveys

Training for new managers

Be visible to all the organisation where you are proactive

Increase transparency on ratings and compliance whilst maintaining the
confidentiality of individual ratings
2
Home
Purpose of
this Tutorial
Introduction
Guide for
Managers
Performance
Review
Meeting
Performance
Improvement
Action Plan
(Sample)
Framework for addressing underperformance
matters

While the manager has primary responsibility for dealing with
underperformance of their staff member, HR units have an important role
to play in developing a culture and awareness of the need to address
underperformance and also of supporting managers in dealing with it.
One of the main reasons that HR units perceive that underperformance is
not dealt with is because managers fail to do so.
To support managers HR unit should provide:
Role of HR
HR
Units
Appendices
Using this
Tutorial
Skills Development
Advice/Assistance
Skills Development
Develop the skills of managers in addressing underperformance through a range of
strategies, for example:

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

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Ensure that managers have full awareness of all relevant guidelines and procedures
e.g. grievance, discipline, bullying and harassment, absence management etc.
Review the extent to which managers consider themselves able to deal with
underperformance
Hold workshops and train managers on how to address underperformance
Engage with managers as to why they may be reluctant to address
underperformance matters
Provide guidelines to managers on managing underperformance and related policies
(these can be adapted from Part II of the Guidelines for Managing
Underperformance in the Civil Service)
Challenge managers who complain of underperformance but do not address it
directly (e.g do not move staff on the basis of underperformance unless the
manager can show they have attempted to address the issue)
Introduce a requirement for management training as part of year 1 following
promotion to management positions
Advice/Assistance
Provide advice and assistance to managers on managing underperformance including:

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Strongly support managers who address underperformance in the proper way
Nominate a person in their Unit who will act as the contact for managers on this
issue. Managers should be notified of the name and contact details of this person.
The contact should have a clear understanding of how to manage underperformance
effectively and the strategies available to managers
Identify, in consultation with managers, whether they need to take over the
management of the underperformance matter where it becomes a serious
disciplinary matter
Follow up promptly with managers who give ratings of 1 or 2 as part of PMDS to
ascertain what action is being taken to facilitate the jobholder to improve
performance to a satisfactory standard
Be proactive in following up probation reviews for staff on one-year probationary
contracts and staff who are recently promoted
‘Audit’ the steps taken by the manager and the documentation relating to each of the
steps to ensure the manager has followed correct procedures
Appendices
Home
Purpose of
this Tutorial
The following documents referred to in this tutorial can be
downloaded at www.personnelcode.gov.ie :
Introduction
Guide for
Managers
Performance
Review
Meeting
Performance
Improvement
Action Plan
(Sample)
Role of HR
Units
Appendices
Using this
Tutorial
•
Guidelines on Managing Underperformance in the Civil Service
•
Civil Service Disciplinary Code – Circular 14/2006
•
Management of Sick Leave – Circular 9/2010
•
A Positive Working Environment – Circular 23/2005
Home
Purpose of
this Tutorial
Introduction
Guide for
Managers
Performance
Review
Meeting
Performance
Improvement
Action Plan
(Sample)
Role of HR
Units
Appendices
Using this
Tutorial
Guidelines for
Managing
Underperformance
in the Civil Service
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
Performance
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
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Sick Leave Review Meeting
Sick leave review meetings are required where an officer’s pattern of absence is of concern – see paragraph 14. the meeting
shall be confidential and carried out in a positive and supportive manner. The discussion will concentrate on issues related
to absence rather than medical matters. In general, the purpose of a sick leave review meeting will be:
• To advise the officer of his/her sick leave record for the past twelve months, and the previous four years as
appropriate, and of the impact of sick leave on career progression and increments;
• To identify and address any problem (work-related or otherwise) that may have caused or contributed to the
absences;
• To discuss discernible patterns of absences where appropriate;
• To ensure that the officer is fully aware of the sick leave regulations/policy;
• To refer to the requirement for reliability and emphasise the necessity for teamwork and impact of absences on all
officers;
• To identify practical steps that might be taken to reduce absence levers in the future; and
• To draw the officer’s attention to the services provided by the Employee assistance Officer and Disability Liaison
Officer.
The officer should be given notice of the meeting which should state the purpose of the meeting and include a copy of
his/her sick leave absences. The manager should confirm with the officer that s/he is available to attend the meeting and
should choose an appropriate setting where the meeting can be conducted in private and without interruption.
It is important that a manager is fully prepared before conducting a sick leave review meeting. The meeting should
generally be conducted in a structured fashion. Managers should have a set of topics they wish to cover to help identify
any underlying causes of absence. It the officer expresses concern about disclosing the reason for the absence, an
assurance should be sought from the officer that it was not work-related.
The officer should be reminded of the sick leave regulations and the consequences of exceeding the limits. When the
meeting has concluded, the manager must forward written confirmation to the Personnel Unit that a sick leave review
meeting has been held together with any other information the officer or manager may feel is relevant.
A copy of this documentation should be agreed with and given to the officer.
Return to Work Meeting
Officers should attend a return to work meeting after every instance of long-term certified sick absence
primarily to facilitate the officer’s transition back to work.
It is not envisaged that the return to work meeting should be a time-consuming or very formal process. The
level of formality required needs to be assessed by line managers who will take special cognisance of the
circumstance surrounding the long-term sick leave on a case-by-case basis. The officer should be given
notice of the meeting and such meetings should, where possible, take place no later than the first week
after the officer returns to work. The manager should confirm with the officer that s/he is available to
attend the meeting and should choose an appropriate setting where the meeting can be conducted in
private and without interruption.
The purpose of the meeting would generally include:
• Welcoming the officer back to work;
• Establishing whether any further practical steps may be taken to facilitate the officer’s transition back to
work;
• Updating the officer on work developments, where appropriate;
• Identifying any updates needed to the officer’s PMDS Role Profile Form;
• If necessary drawing the officer’s attention to the services provided by the Employee Assistance Officer
and Disability Liaison Officer.
When the meeting has concluded, the manager must forward written confirmation to the Personnel Unit
as soon as possible that a return to work meeting has been held together with any other information the
officer or manager may feel is relevant. A copy of this documentation should be agreed with and given to
the officer.
High rate of sick leave
In dealing with a high rate of sick leave you should make staff aware that:

Sick leave is not an entitlement, it is a facility offered to jobholders. The sick leave regulations
restrict the circumstances in which sick leave may be taken and confer on the Head of the
Department (i.e. the Secretary General) the power to grant sick leave.

There is a facility for staff to take up to 7 days uncertified sick leave over any 12 month period.
However, this should be the exception rather than the rule. Where you suspect that sick leave
is being abused you can advise staff that uncertified sick leave is a privilege, not an
entitlement, and that the facility can be removed if abused.

Managers/HR units can require a certificate be given for all sickness absences, and in dealing
with attendance problems with staff they should make them aware that unapproved
uncertified sick leave may result in non-payment for the period of the absence.

Where a staff member has 56 or more days of sick leave in any 4 year period (certified and/or
uncertified) that has not been discounted[*] they are not allowed to apply for promotion.

Where a staff member has 56 or more days of sick leave in any 4 year period (certified and/or
uncertified) and/or where there is a concern about abuse of sick leave, it is recommended that
an increment be withheld.
* Discounting refers to the practice whereby one off or non-recurring illnesses are not taken into account
when calculating the number of sick days taken by an officer.