Informal performance management can look like ordinary feedback, closer supervision or a new set of objectives. It matters because the written record created now may shape any later formal process.
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Return to the Civil Service Performance Management Help hub to find guidance for every stage of the process.
What counts as informal performance management?
Informal performance management is the stage where concerns are being raised without a formal warning or confirmed capability process. It may include comments in 1:1s, feedback emails, coaching, additional quality checks, clearer objectives, closer monitoring or an informal improvement plan.
The label informal usually means that no formal sanction has been applied at that point. It does not make the conversation harmless. A manager can record what was said, what improvement was expected and whether the same concern appeared again.
Signs you are entering the process
- Your manager starts putting feedback in writing after previously discussing it verbally.
- 1:1 notes become more detailed, formal or negative.
- You are asked for frequent progress updates or evidence of completed work.
- Normal objectives are replaced with short review periods or specific improvement actions.
- Older mistakes or missed deadlines are being brought together as a pattern.
- Your manager asks HR to attend a meeting or starts referring to policy language.
- Meetings described as catch-ups begin focusing on capability, reliability, ownership or quality.
- You are told that concerns have been raised before, even where the earlier record was unclear.
What your manager may be doing
A manager may genuinely be trying to improve performance and avoid formal action. They may also be creating the record needed to show that concerns were raised, support was offered and you had time to improve. Both can be true at the same time.
Pay attention to the documents rather than trying to guess motive. The important questions are what concern has been recorded, what standard was expected, what support was offered, what review date applies and whether the note accurately reflects the discussion.
Do not rely on verbal reassurance
A manager may say that a conversation is only a chat or nothing serious. Save the written record and confirm any important agreement. Later decisions are usually made from documents, not from how reassuring the meeting felt.
Can informal action become formal?
Yes. Informal feedback can move into formal performance management where the concern continues, the required improvement is not achieved or the department decides the issue is serious enough to escalate. The earlier notes may then be used to show what was discussed and what you were expected to do.
Formal action should still be tested against the department policy. Check what triggers a formal stage, who can start it, what notice and evidence should be provided, what support should be offered and what outcomes are possible.
Members can unlock the early-stage protection plan, including how to stabilise the situation, build a usable evidence record, join support routes before the issue becomes formal, reply without broad admissions and avoid the mistakes that help an informal concern turn into a stronger case.
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