Managing Staff Underperformance Training Course (NZ Version)

Why is the Managing Staff Underperformance Course Important?

Underperformance left unaddressed doesn’t stay contained. It affects team morale, strains working relationships, reduces productivity, and — when a manager eventually does act — can quickly escalate into formal disputes or personal grievances if the process hasn’t been fair and consistent. Early, well-structured intervention gives employees a genuine opportunity to improve and protects the organisation from preventable employment risk.

Under the Employment Relations Act 2000, New Zealand employers are required to act in good faith throughout the employment relationship — including when managing performance. This means employees must be given clear information about concerns, a fair process, and a reasonable opportunity to respond before any formal action is taken. Failing to meet these obligations exposes organisations to personal grievance claims and outcomes that are both costly and reputational.

This course gives managers the frameworks, language and confidence to address performance concerns early, document processes correctly, and act in a way that is both legally defensible and genuinely constructive.

Who Should Complete This Course

• Managers and team leaders are responsible for the day-to-day performance of direct reports
• Supervisors who need to hold performance conversations but are uncertain about the process or legal obligations
• HR professionals supporting managers through performance improvement processes
• Any leader — regardless of industry or team size — seeking to manage underperformance with consistency and confidence

Topics Covered

• What is ‘underperformance’?
• Managing initial signs of underperformance
• Case study – managing underperformance
• Holding a formal underperformance meeting
• Using performance improvement plans
• Case study – formal underperformance
• Final steps and resources

Course Experience

Learners can expect:

• Fully online and accessible anytime
• Interactive and scenario-based learning
• Self-paced completion (pause/resume anytime)
• Assessment: 12-question quiz, 12/12 correct answers required
• Instant digital certificate on completion
• Accessible design (WCAG 2.2 AA compliant; suitable for all literacy levels)

Assessment

There is an assessment for this topic. 12-question quiz, 12/12 correct answers required.

Related Courses

• Managing Teams for Better Performance Training Course
• An Introduction to Management Training Course
• Transitioning From Employee to Manager Training Course
• Holding Productive 1-on-1 Meetings with your Team Training Course
• Team Culture: Assessing and Managing Training Course
• Communicating with Management and Key Stakeholders Training Course
• Mental Health Awareness for Managers Training Course (NZ Version)
• Equal Employment Opportunity for Managers Training Course (AUS Version)

Learning Outcomes

After completing this course, learners will be able to:

• Identify early signs of underperformance and distinguish them from other workplace concerns
• Apply fair and structured approaches to performance conversations in line with good faith obligations
• Understand employer and manager responsibilities under the Employment Relations Act 2000
• Respond appropriately when informal approaches are not sufficient, including implementing a performance improvement plan
• Contribute to a workplace culture where performance expectations are clear, consistent and constructively managed

Organisational Benefits

• Reduce employment risk — Managers who follow a fair, documented process are far better positioned to defend decisions if a personal grievance is raised
• Improve management consistency — Shared training means performance conversations happen earlier, more often, and with a consistent standard across the organisation
• Lower turnover costs — Early intervention gives employees a real chance to improve, reducing the need for termination and the expense of replacement
• Strengthen audit and HR readiness — Documented training demonstrates that managers are equipped to meet good faith obligations — relevant in ERA investigations, mediations, and Employment Relations Authority proceedings
• Build a performance-focused culture — When managers are confident and capable, performance issues are addressed rather than avoided, improving team output and accountability across the board