Managing Performance

A constructive conversation focuses on solutions, not blame. Three steps keep it clear and respectful: 

1. Talk about the issue, not the person — describe the problem clearly with examples, explain why it matters to the farm, and acknowledge recent positives to stay balanced and fair. 
2. Explore the reasons — ask for the employee's view, listen without interrupting or blaming, check they understood what was expected and had the training, support and resources, then summarise what was heard. 
3. Commit to a path forward together — look for a fair, workable solution, ask open questions, focus on common ground, and offer support such as clearer procedures or training. Set a time to review progress. 

If the conversation becomes stuck or negative, gently redirect it from blame to problem-solving — 'It will never work' becomes 'What would it take to make it work?', and 'He is useless' becomes 'What difficulties are you seeing?'.

When things do not improve

If performance does not improve, the next steps may be more training, reassigned or downgraded duties, or dismissal in line with legal requirements. Termination must be handled carefully — follow the obligations for notice, records and process, and take extra care if the employee is on probation (see Probation and Termination).

Everyday feedback matters, but so do regular structured reviews. A performance appraisal is a planned conversation where the manager and employee review work, plan ahead, discuss issues and look at development. Done regularly, it improves performance, links individual work to the farm's goals, clarifies expectations, strengthens culture, and recognises achievement. 

Running them well: 

• How often — every 6 to 12 months, and more often when someone is new or roles change; avoid busy peak times, give plenty of notice, and meet somewhere private. 
• Prepare in advance — the manager reviews performance against the position description, upcoming priorities, development needs and any reward being considered; the employee completes a short self-review with examples, issues and development goals. Use the position description (see Defining the role) and the last appraisal notes. 
• During the meeting — make it a genuine two-way discussion: review what was agreed last time, compare expectations with actual performance, discuss any gaps and why they occurred, check that training, tools and support are adequate, and stay objective. 
• Plan the next few months — agree clear tasks, priorities and timeframes, any training or mentoring, and a realistic workload, so no one leaves feeling overwhelmed. 
• Employment conditions — not every appraisal includes a salary review, but always confirm pay, hours and agreed conditions are being met. If salary is discussed, compare expectations and current market rates openly (see Pay & Conditions). 

Training builds skills; mentoring develops people — confidence, judgment, career direction and resilience. Mentoring is a supportive, confidential relationship in which the mentor asks good questions, listens, and helps the mentee reflect and learn, rather than simply giving answers. 

It can attract and retain good people, support growth, improve productivity and teamwork, and build culture and confidence. In farming it is especially valuable for passing on experience, technical skills and farm knowledge. Appointing senior people as mentors is also a way to recognise their experience without promoting them into management. 

To start, all that is needed is a willing learner and an experienced person. It helps to be clear about what the mentee wants to learn, agree goals and how often to meet, invest time early to build trust, and plan how long the mentoring will run. Encourage the mentee to keep a simple plan — goals, what they need, the actions they can take, and how the mentor can support them — and check in regularly. Meetings can be informal; sometimes the best mentoring happens over a coffee. Agree simple ground rules, such as confidentiality and following through. 

Act early. Hold a private, calm, solution-focused conversation: describe the issue with examples, explore the reasons, agree a fair way forward, offer support, and set a time to review progress. 

Every 6 to 12 months, and more often when an employee is new or their role changes. Avoid busy peak times and give plenty of notice. 

Training builds specific skills; mentoring is a supportive, confidential relationship that develops the whole person — confidence, judgment and career direction. 

Seek advice from a lawyer or employment specialist, follow the obligations for notice, records and process, and take extra care if the employee is on probation. See the Termination section.