Action 6.1B Ensure performance management processes and associated outcomes are inclusive and clearly communicated.

Guidance

Individualising performance management processes and clearly communicating associated outcomes are essential for fostering an inclusive, supportive and productive work environment. This approach ensures that each employee is clear on your perception of their strengths and areas for improvement, and that their unique needs and goals are considered, promoting fairness and inclusivity.

“They should focus on strengths, focus on what you can do instead of what you can’t”.

WIDE Consultation Participant – Disabled Person

Establishing a performance and development system which is strengths-based and development focussed, and which values diverse employees, adds value for both the organisation and its employees.

“There can be a reluctance to performance manage someone with a disability, there’s a sense that managers are worried they might be seen to be discriminating… but that’s not helpful.”

WIDE Consultation Participant – Employer

Steps to Ensure Performance & Development Processes are Inclusive, Strengths-Based and Development Focussed:

1. Provide Documented Feedback Prior to Meeting: Ensure the performance and development system gives opportunities for managers and employees to see some written feedback from each other in advance of meeting so that no party is taken by surprise in the moment. Employees for example could be asked to share what they have achieved in the review period, and where they have encountered challenges as well as what areas they would like to develop in. Managers could be asked to share with employee their perceptions of the employees’ strengths, areas for improvement, or examples of behaviours and skills which need to be addressed in the next period. This allows each individual to reflect on feedback prior to the meeting, meaning the performance review conversation can be more productive.
2. Agreement and Clarity of Development-Focussed Goals: Establish clear, individualised performance goals using the SMART criteria (Specific, Measurable, Achievable, Relevant, Time-bound). Ensure that these goals are agreed upon by both the manager and the employee and that each have a written copy of the agreed goals. Set clear review periods to regularly assess progress and adjust as needed. Take a strengths-based approach that helps employees build on their skills. Focus on development-oriented goals that provide opportunities for training, mentoring and taking on new tasks, supported by experienced colleagues.

“I think communication is the key. Open communication with the employer. One of our clients was working in a warehouse and all he wanted to do was drive the forklift. The business was worried about this, they didn’t believe “people like him” should be driving forklifts. By communicating with the employer, we arranged for him to get the licence, and it made such a difference, for the client and the business.”

WIDE Consultation Participant – Disability Organisation

3. Check in on Employee Supports: Ensure that the performance and development forms/process encourage managers to check in that work environment is conducive to success by addressing any barriers that may impact performance. This includes offering new opportunities to share disability information and access support and checking in that existing accommodations are effective. This is also a good opportunity to encourage managers to seek constructive feedback from employees about their approach to communication/management. Including a question in your process such as “is there any additional support, adjustment, or resource you need from me or the organisation to help you do your best work?” may open up these conversations.
4. Differentiating Performance and Disability-Related Issues: In the guidance to managers around the process, discuss how to differentiate between performance issues and those related to disabilities. Managers should be encouraged to identify when an employee’s performance may be impacted by a disability and how to address it appropriately, including providing reasonable accommodations. However, it’s the manager’s/employer’s job to provide support and create the best platform for the employee to perform, so once you have done that, manage the performance of disabled employees like you would any other.

“It is important that employers treat all their employees in the same manner and that no one is different. This would help create an inclusive meritocracy within organisations”.

WIDE Consultation Participant – Disabled Person

By ensuring that performance management processes and associated outcomes are individualised and clearly communicated, your organisation demonstrates a commitment to fairness and inclusivity. This approach enhances employee engagement and productivity, promoting a positive and supportive workplace culture.