Managing Performance

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Managing under-performance

Conflict and under performance do not always need to be negative. When handled well, they can highlight problems, improve systems, and strengthen working relationships.

If someone’s work is not meeting expectations, act early. Problems rarely fix themselves.

Be proactive: Some issues need attention straight away. Others can wait until there is time and privacy to talk. A counselling style conversation works best: open the issue, understand what is happening, and agree on a way forward.
Whenever possible:

  • meet in private
  • choose a calm, comfortable setting
  • avoid distractions
  • allow enough time for both people to speak

Timing matters

Avoid tackling issues in the heat of the moment. Often it works better to wait, think, and address the concern in the right forum.

How to hold a constructive conversation: Having the conversation is important. Ignoring problems usually makes them bigger, and it can damage trust across the whole team. A calm, fair discussion helps people understand expectations, feel heard, and take responsibility for improving. It also gives the farmer a chance to check whether systems, training or support need to change. A constructive conversation focuses on solutions, not blame. Use the steps below to keep the discussion clear, respectful and practical.

  1. Talk about the issue, not the person
    • describe the problem clearly and give examples
    • explain why it matters to the farm
    • acknowledge recent positives to show balance and fairness
  1. Explore the reasons
    • ask the employee for their view
    • listen actively and do not interrupt or blame
    • check they understood what was required of them
    • confirm they had training, support and resources
    • stay calm, summarise what you heard, and check understanding
  1. Commit to a path forward together
    • look for a solution that feels fair and workable
    • ask open questions to explore options
    • focus on common ground
    • keep the discussion on the issue, not personalities
    • offer support if needed, such as clearer procedures or training

Set a time to meet again and review progress. Adjust the plan if required.

Keeping discussions positive: When conversation becomes stuck or negative, gently redirect it:

    • “It will never work.”
      What would it take to make it work?
    • “He is useless.”
      What difficulties are you seeing?
    • “We tried that already.”
      What happened last time, and what could we change?

These kinds of questions help move the discussion from blame to problem solving.

When things do not improve: If performance does not improve, you may need to:

    • provide more training
    • reassign or downgrade duties
    • consider dismissal in line with legal requirements

Termination must be handled carefully. Always seek advice before dismissing someone, and follow your obligations for notice, records, and process. Extra care is needed if the employee is on probation.

Termination can lead to disputes or legal claims. If you are considering dismissal, speak with a lawyer or an employment specialist first. Visit the People in Dairy Termination page for more information.

Performance appraisals

Everyday communication and feedback are important, but regular structured reviews also matter. A performance appraisal is a planned conversation where the manager and employee review work, plan ahead, discuss issues, and look at opportunities for development.

Appraisals help to:

    • improve performance through constructive feedback
    • link individual work to the farm’s goals
    • clarify expectations and standards
    • strengthen relationships and team culture
    • recognise achievements and set new challenges

Doing this regularly builds confidence, clarity, and consistency.

How often – Regular reviews help people stay focused, feel supported, and know what is expected:

    • aim for every 6 to 12 months
    • meet more often when someone is new or roles change
    • avoid busy peak times and give plenty of notice

Use a quiet, private place where the conversation can be honest and uninterrupted.

Prepare in advance – Both manager and employee should prepare.

Manager:

    • review performance against the position description
    • think about upcoming work priorities
    • consider development needs and opportunities
    • identify any rewards or recognition being discussed

Employee:

    • complete a simple self-review
    • bring examples of achievements
    • note any issues or ideas
    • think about future development or career goals

Use the position description and the last appraisal notes to guide preparation.

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
    • stay objective and avoid blame

If expectations are not being met, explore the reasons together before deciding on next steps.

Plan the next few months – Agree on:

    • clear tasks and responsibilities
    • priorities and timeframes
    • any training or mentoring needed
    • realistic workload

Make sure no one leaves the meeting feeling overwhelmed.

Employment conditions – Not every appraisal includes salary review, but there should always be time to confirm that pay, hours and agreed conditions are being met. If salary is discussed, compare expectations and current market rates openly and fairly.

Mentoring

Training builds skills, but mentoring develops people. Mentoring helps staff grow confidence, think through decisions, plan career goals and handle challenges more effectively.

Mentoring is a supportive, confidential relationship between a mentor and a mentee. The mentor does not simply give answers. They ask good questions, listen, and help the mentee reflect and learn.

Mentoring can:

    • attract and retain good staff
    • support professional growth
    • improve productivity and teamwork
    • build a positive culture
    • improve communication and confidence

In farming, mentoring is especially valuable. It helps pass on experience, technical skills and farm knowledge, while also supporting personal growth.

Appointing senior staff as mentors is a great way to recognise their experience without needing to promote them into management roles.

Starting mentoring on your farm – A willing learner and an experienced person are all you need. A few things help the partnership succeed:

    • be clear about what the mentee wants to learn
    • agree on goals and expectations
    • decide how often you will meet and stick to it
    • invest time early to build trust
    • plan how long the mentoring will continue

Mentoring works best when both people benefit. It is about supporting someone to become their best, not just fixing short term problems.

Setting direction – Encourage the mentee to create a simple plan:

    • goals
    • what they need to achieve them
    • actions they can take
    • how the mentor can support them

Review the plan together and check in regularly. Meetings can be informal. Sometimes the best mentoring happens over a coffee.

Agree on simple ground rules, such as confidentiality and commitment to follow through.

Expand your worldview through mentoring

Mentoring relationships have given successful South Australian dairy farmer Virginia Ewing more confidence and the opportunity to realise her full potential in farming and the industry generally. “Mentoring gives you a sense of belief and encouragement in yourself.”

Virginia highly recommends mentoring and has been on the other side of the equation as a mentor herself. She described it as a good challenge and satisfying to help and encourage someone else to achieve their goals.

In the end that is what it is all about – “encouraging and helping someone else and sharing your knowledge and skills,” she said.

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