Performance concerns can begin with an ordinary feedback conversation and later become a formal capability process. This hub helps you identify the stage you are at, understand the usual route and move directly to the guidance that matches your situation.
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What is Civil Service performance management?
Civil Service performance management deals with capability and whether you are meeting the required standard of work. It is separate from discipline, which deals with conduct and behaviour. The exact policy name varies. Your department may refer to performance management, managing poor performance, capability or a performance improvement process.
The broad pattern is usually similar. A manager raises concerns, expectations are clarified, support or coaching may be offered, progress is reviewed and the matter may become formal if the required standard is still not met. Formal stages can lead to warnings and, in serious or continuing cases, dismissal consideration.
Start with your own policy
Save the current department policy, any manager guidance, template letters and appeal guidance. Check the version date. The policy should tell you the stages, notice periods, decision-making authority, support available, possible outcomes and appeal route.
Informal and formal performance management
Informal performance management can include concerns raised in 1:1s, feedback emails, closer supervision, clearer objectives, coaching or an informal improvement plan. No formal sanction may have been applied, yet the notes and emails created during this stage can be used later to show that concerns were raised and that you were told what needed to change.
Formal performance management usually brings a defined process. You may receive a written invite, formal objectives, a fixed improvement period, review dates, a statement of possible outcomes and a clear record of whether each target has been met. The process should be judged against the department policy and the documents actually issued to you.
| Stage | What it may look like | Your immediate focus |
|---|---|---|
| Early concern | A change in tone, more written feedback, repeated 1:1 comments or closer checking. | Clarify the concern, save records and stabilise your work and communication. |
| Informal improvement | Objectives, coaching, additional monitoring or an informal plan. | Confirm the standards, support, evidence and review date in writing. |
| Formal improvement | A formal meeting, PIP or capability notice with stated outcomes. | Get the policy and evidence, arrange support and prepare point by point. |
| Warning and review | A written warning, further targets or a final review period. | Test the outcome against the targets, evidence, support and policy. |
| Dismissal consideration | A letter stating that continued failure may lead to dismissal or inviting you to a decision meeting. | Treat the case as urgent, preserve appeal grounds and seek representation or professional advice. |
How the process can progress
- Informal feedback. A manager raises concerns and explains what needs to change.
- Clearer objectives and support. Expectations, coaching, training or closer supervision may be introduced.
- Informal improvement plan. Progress may be monitored over a stated period without a formal warning.
- Formal performance meeting. The department defines the concerns, evidence, process and possible outcomes.
- Formal improvement plan or PIP. Targets, standards, support and review dates are recorded.
- Review and warning stages. The decision maker considers whether the required standard has been met.
- Dismissal consideration and appeal. If the policy allows escalation, a final decision may be made and an appeal route should be checked immediately.
Departments can use different names or combine stages. Some cases may move more quickly where concerns are serious or where earlier action has already taken place. Read the policy route before assuming what comes next.
What you should do now
Health, Occupational Health and reasonable adjustments
Health can affect performance, attendance, communication, concentration, deadlines and participation in meetings. Where that is genuinely relevant, make it part of the written record and link it to a clear request. This might include an Occupational Health referral, more preparation time, written questions, shorter meetings, breaks, adjusted targets, clearer instructions or a pause while medical advice is considered.
A vague statement that the process is affecting your health is easier to overlook. Explain the practical effect and the change you are asking for. Keep medical information proportionate and share it through the appropriate route.
Health can open another process route
Raising sickness or health may lead to HR involvement, Occupational Health, attendance management or return-to-work discussions. Decide what support or adjustment you need and keep a clear record of the request and response.
Possible outcomes
Improvement may end the process with no further action. Where concerns continue, the policy may allow an extension, revised support, a first warning, a final warning, another role or duty arrangement, dismissal consideration or another permitted outcome. The wording, warning duration and authority required for each decision depend on the policy.
A warning can affect future risk even when you remain employed. Check how long it lasts, what standard is expected next, whether it affects internal moves and what appeal deadline applies. Read the full outcome rather than focusing only on the headline.
Performance management guides
Recognise early warning signs and protect the record before formal action.Performance improvement plans
Check the targets, support, evidence and review structure in a PIP.Performance management meetings
Prepare, control your answers and correct the meeting record.Challenging performance targets
Test vague, unrealistic or dependency-heavy objectives.Occupational Health
Request a referral and use the report properly.Reasonable adjustments
Make specific requests and record ignored support.Sickness absence
Manage fitness to participate, medical evidence and return to work.Performance warnings
Understand what the warning sets up and how to respond.Dismissal risk
Assess the case and prepare for a dismissal-stage decision.Appealing a decision
Build focused grounds around evidence, process and outcome.Moving teams
Assess internal and external exit routes before options narrow.
Members can unlock the full performance management survival guide, including a first-48-hours plan, stage-by-stage actions, evidence and risk checks, practical response wording and the mistakes that can weaken a future warning or appeal challenge.
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