GRASPING the poor performance nettle. Did you know that it is possible to grasp a stinging nettle without getting stung? All you need to do is grab hold of it boldly, quickly and by using the right technique. Tackling poor performance or poor behaviour should be approached in the same way. Confront a performance or behaviour issue quickly, confidently, and in the right manner, and it is possible to do this (the most difficult and challenging of all management tasks) without too much pain. Read and digest the critical information outlined in this manager development book and follow the Grasping the Nettle steps and you will find that tackling poor performance is not as difficult as you may think. This is a must read for all 'people' managers because by using the unique procedures, tips and techniques outlined in this book, you will be able to address performance issues effectively, professionally, fairly and reasonably. Reading this book before tackling a performance issue will certainly minimise the risk of complaints, grievances and spurious tribunal claims. GRASPING the poor performance nettle. Did you know that it is possible to grasp a stinging nettle without getting stung? All you need to do is grab hold of it boldly, quickly and by using the right technique. Tackling poor performance or poor behaviour should be approached in the same way. Confront a performance or behaviour issue quickly, confidently, and in the right manner, and it is possible to do this (the most difficult and challenging of all management tasks) without too much pain. Read and digest the critical information outlined in this manager development book and follow the Grasping the Nettle steps and you will find that tackling poor performance is not as difficult as you may think. This is a must read for all 'people' managers because by using the unique procedures, tips and techniques outlined in this book, you will be able to address performance issues effectively, professionally, fairly and reasonably. Reading this book before tackling a performance issue will certainly minimise the risk of complaints, grievances and spurious tribunal claims.

Table of Contents:
1: Poor Performance  Definitions  Why the problem?  Whose Responsibility?  Financial cost of poor performance  Cost to manager credibility  Why the reluctance?  What is the solution? 2: Critical Learning  Employers have rights too!  Employment Legislation  ACAS Code of Practice  'Fair and Reasonable' explained  Objectives Management  Performance Management  Communicating Assertively  The Method and Manner Approach 3: 5 things you must do every time 1. Gather the facts 2. Deal with issues quickly 3. Get confirmation that the issue exists 4. Write things down 5. Use a PIP before taking formal action 4: 5 Important tools for managing poor performance 1. Poor Performance Procedures 2. Job descriptions 3. Probationary periods 4. Reviews & Appraisals 5. Performance Improvement Plans 5: 5 Important tools for managing poor behaviour 1. Company Values 2. Employee Handbook 3. Personal Improvement Plans 4. Letter of Concern 5. The Disciplinary Interview 6: 5 Important tools for managing poor attendance 1. Absence Procedures 2. Notes and Records 3. The Bradford Factor 4. The Return to Work interview 5. The Self-Certification Form   7: GRASPING the Nettle - Where to start/ what to do Step 1 - Gather the Facts Step 2 - Review the facts and identify the big issues Step 3 - Arrange and plan a meeting Step 4 - Sit down and discuss the big issues Step 5 - Put together an agreed action plan Step 6 - Inform others of what you have done Step 7 - Notate everything! Step 8 - Get ready for some fallout 8: The Formal process - Everybody has rights  Informal Actions and Procedures  Semi-Formal Actions and Procedures  First Stage Formal Actions and Procedures  Second Stage Formal Actions and Procedures  Final Stage Formal Actions and Procedures  Gross Misconduct Actions and Procedures  Appeal Procedures   9: Every Action has a Reaction  Bullying and Harassment Accusations  Abuse of Power  You are picking on me because I am - - -  The Stress Card  The Constructive Dismissal Claim 10: Grievance procedures - Everybody has rights  Grievance 1 - Terms and Conditions  Grievance 2 - Co-worker  Grievance 3 - Line Manager  Appeal procedures  Investigating Grievances Summary  The WIIFM Factor  Continuous Development The Word Quiz Appendices