Manager Guide: Coaching & Feedback (Conduct Management)
Purpose Coaching and feedback is the first step in managing conduct concerns. It provides an opportunity to address issues early, informally, and fairly before moving into formal disciplinary stages. It should demonstrate that: The issue has been addressed promptly and consistently Expectations have been clearly explained The employee has been given a fair opportunity to correct their behaviour ·Support has been offered where appropriate Performance concerns are managed separately Traffic Lights
Clear and Evidence-Based Base conversations on facts and specific examples Be clear on: o What happened o What was expected o What wasn’t metWhat good looks like Timely and Proactive Address conduct issues as soon as they occur Do not wait for patterns to build unnecessarily Use coaching as an early intervention, not a last step before disciplinary Focused on Behaviour Address what the person did, not who they are Avoid personal or emotional language Keep it objective and professionalTwo-Way Conversation Give the employee the opportunity to: o Explain what happened o Share any context or barriers Listen and respond appropriately🔹 Dress Code Example “During your shift on 10 June, you were not in line with the dress code, specifically wearing [insert item if needed]. The expectation is that all employees follow the company dress code while on shift.” 🔹 Dialler Management Example “During your shift on 10 June, there were multiple instances where you were not available on the dialler when expected. The standard is that you are ready and available to take calls in line with your schedule.
What good looks likeClear Expectations Going Forward Be explicit about what needs to change Set simple, observable behavioursAction-Focused Agree clear next steps, which may include: o Behaviour changes o Additional support or guidance Ensure the employee understands what they need to do differently Consistent and Documented Record the conversation using the coaching and feedback form Ensure it reflects: o The issue discussed o The employee’s response o The expectations set This creates a clear record if the issue continues and escalation is needed Honest and Transparent Be clear about the impact of not improving Explain that: o Continued concerns may lead to formal disciplinary stages Avoid softening or avoiding the message Examples: “Log in and be ready for calls at your scheduled start time” “The expectation is that you are dressed in line with the company dress code at all times while on shift.”
StructureWhat Happened (fact-based explanation)Expected Standard (what should have happened)Employee View (their explanation)Why It Matters (impact on team, customers, business)What Needs to Change (clear behaviours)Clear Expectation Moving Forward 1 2 3 4 5 6 Use Every Conversation Common mistakes to avoid Delaying the conversation or ignoring early issues. Using vague statements such as "attitude problem". Focusing on personality instead of behaviour. Not capturing the employee's response. Failing to set clear expectations. Avoiding conversations about next steps if behaviour doesn't improve.
Quick Check Before closing the conversation, ask yourself: Have I clearly explained what happened and why it matters? Have I set clear expectations for behaviour going forward? Has the employee had the opportunity to respond? Would someone else understand this if they read the coaching form? Is it clear what happens if this continues? Important Note Coaching and feedback is not just a conversation — it’s a formal record of an informal intervention. Managers are expected to act early, be clear and consistent and keep accurate records. Strong coaching at this stage often prevents escalation and supports better behaviour outcomes. Where This Fits: Used as the first step in managing conduct concerns Sits before the formal disciplinary process May be used once or multiple times depending on the situation If concerns continue, this forms part of the evidence for escalation