People Matters with HRAnywhere – April 2025

Written and provided by FTMA’s HR Partner, HRAnywhere

Performance is a Management Responsibility, Not a HR Process

HR provide frameworks, tools and coaching – but it’s managers who must own the outcomes. They are the ones best placed to create the optimal conditions for performance to flourish across the employee lifecycle; they know the employees best and have a deep understanding of their strengths and growth opportunities.

Performance should never be treated as an isolated event.  Instead, it should be viewed as an ongoing leadership and management commitment. Here are some guidelines to help you as a manager!

Regular feedback is the ‘silver bullet’

The most overlooked element of performance management is also the most powerful: frequent feedback conversations. It’s through these day-to-day interactions we provide role clarity, align expectations and create space for honest reflection.

Annual appraisals alone are insufficient. A once-a-year conversation, often conducted in a formal setting with a form in between people, can feel alienating for both parties.

High-performing organisations have bimonthly or even monthly check-ins, where the conversation is more natural, authentic and responsive.  These interactions allow leaders to intervene early, whether it’s to support wellbeing, resolve team dynamics or adjust goals in a rapidly changing environment.

Accountability must be co-designed and collegial

Strong performance cultures don’t rely solely on managers to enforce standards. They empower teams to hold each other to account.

This is especially important when it comes to behaviours. We often think of performance in purely technical terms, but behaviour is just as important. If people don’t feel psychologically safe to raise concerns or give feedback to peers, small issues can snowball into deeper conflicts that erode morale. 

One approach that works well is co-designing behavioural expectations at the team level. Frameworks like ‘above the line/below the line’ behaviours allow teams to articulate what’s acceptable and what’s not – together. When someone deviates from these shared commitments, colleagues feel comfortable saying, “That’s not how we agreed to operate.”

This reduces the burden on managers to feel as though they are constantly policing behaviours and helps prevent cultural drift that can undermine even the most talented teams.

Probation is an extension of recruitment – treat it that way

Organisations often treat probation as a formality: a tick-box exercise that follows a long, exhausting recruitment process. But this period is a vital extension of your selection strategy, so it must be approached with care.

Being new is clunky. Even highly experienced hires need guidance as they navigate your systems, norms and culture. Too often, we assume that someone’s past success means they won’t need support. That’s a mistake. 

Time-based goal setting throughout the first three to six months. Clarify what success looks like in week four, month two and month five.

Walk alongside the new employee, no matter their experience level, celebrating progress and addressing issues early.

If you identify a misalignment – be it behavioural, technical or cultural – you have a clear, legally supported window to act with integrity and fairness.

When someone isn’t meeting expectations, early intervention is critical. If you’ve embedded regular feedback well, you’ll often resolve issues before they escalate.

Ask yourself: can I sleep well at night, knowing I gave this person a fair opportunity and the support they needed? If the answer is yes, then you’ve done your job.

For further advice on managing performance or if you need help addressing a performance issue, please contact HRAnywhere on 1300 208 828 or info@hranywhere.com.au.