When a Manager Says There Are ‘a Few Things to Work On’, Is It a Warning?

Why Do Australians Say It This Way? · Season Three: Making It Clear · Article 34

During a performance conversation, a manager says, There are a few things we need you to work on. This may introduce ordinary coaching, or it may be part of formal performance management. An employee who judges seriousness from the understated a few may miss the consequences. One who hears concerns and assumes dismissal is imminent may panic before finding out what the process is.

A phrase does not automatically become a formal warning. The notice of the meeting, participants, documents, specific issues, required improvement and stated consequences all matter. At the same time, a friendly tone does not prove that the matter is informal. A direct question is:

Is this an informal feedback discussion, or part of a formal performance management process?

The question does not deny the concern. It establishes the procedure now taking place.

You need to be more proactive lacks an observable standard

Abstract feedback can make both parties feel that something has been communicated. Improve your communication, show more ownership and be a team player may express reasonable aims. An employee who cannot identify the behaviour falling short has little basis for changing it.

Ask:

Could you give me two recent examples?
What did you expect me to do differently in those situations?
How will improvement be assessed, and over what period?

Current Fair Work Ombudsman material on managing performance recommends that an employer dealing with underperformance identify the issues and expectations, hold a private meeting, allow the employee to respond, develop clear and reasonable steps for improvement, and document the discussion and outcome. If a written warning is issued, it should clearly state the reason, details and what must be done differently.

These practices help managers as well. Everyone knows your attitude is a problem directs attention towards personality and is difficult to test. The last three weekly reports were submitted after the agreed deadline can be checked. The employee can also explain conflicting priorities, resources or instructions. Clarity does not guarantee agreement, but it gives disagreement an object.

A support person does not automatically speak for you

Fair Work guidance recommends telling the employee what an underperformance meeting concerns and asking whether they want to bring a support person. A support person commonly provides emotional and procedural support and may take notes. They are not necessarily a legal representative and do not automatically answer or negotiate for the employee. Workplace policies, enterprise agreements and other rules may affect the arrangement.

If a meeting invitation says only Can we have a quick chat about a few concerns?, ask beforehand:

Could you tell me the purpose of the meeting, who will attend, and whether I may bring a support person?

That is safer than deciding from quick chat that the meeting is unimportant. If documents require consideration, ask to receive them and for a reasonable opportunity to respond. Do not sign a record immediately merely because you feel under pressure. You can acknowledge receipt while saying that you need time to read it or seek advice. The meaning of a signature depends on the actual document; neither “a signature always means agreement” nor “never sign anything” is a sound general rule.

There is no universal Australian “three warnings” rule

A common workplace story says an employer must give three warnings before ending employment. Fair Work expressly states that there is no general rule requiring three warnings, or even one warning in every situation. With performance issues, however, an employee should usually receive an opportunity to improve, and a fair process can matter greatly in a possible unfair-dismissal dispute. Serious misconduct is a different category.

Do not use the warning count as the only measure. Establish the valid concern being raised, whether the employee can respond, whether the expectations are clear and reasonable, what training or support is offered, the review date, and what may occur if performance does not improve.

An employee can summarise the discussion in writing:

My understanding is that I need to submit the weekly report by 3 pm each Friday for the next six weeks, and we will review progress on 25 September. Please let me know if I have misunderstood.

Such a message may correct differences in memory and create a shared reference for the next meeting. It should not rewrite the facts or become an attack. Record what was discussed accurately and identify what remains disputed or unconfirmed.

Hear the feedback and the process separately

Feedback can be useful while the process remains unclear. A process may also be documented while the claimed shortcoming lacks evidence. An employee does not have to reject every piece of feedback in order to ask procedural questions. Nor must they agree with every characterisation to appear cooperative. I understand the expectation. I don’t agree with the example as described, and I’d like to explain why keeps those positions separate.

Where disability, health, discrimination, bullying, general protections or termination may be involved, the issue can extend beyond ordinary performance communication. Appropriate advice may be needed early. This article cannot decide an individual workplace matter.

The risk in a few things to work on is not simply that the words are too gentle. It is that the listener may allow a gentle tone to substitute for procedural information. Ask what kind of conversation this is, then seek examples, standards, timeframes, support and possible consequences. Check the written record. Workplace management need not lose its humanity, but where words may affect a person’s income and career, they should allow that person to know accurately what they are facing.

Primary sources and further reading

• Fair Work Ombudsman, “Managing performance and warnings”
• Fair Work Ombudsman, “Managing underperformance—best practice guide”
• Fair Work Ombudsman, “My employee isn’t doing their job properly”
• Fair Work Ombudsman, “Unfair dismissal”

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