Official form guide
Form setting up a performance system checklist: Setting up a performance system checklist
This is a practical checklist from the Fair Work Ombudsman to help employers set up a workplace performance management system. Use it when building or reviewing how your business handles employee performance, feedback, and underperformance.
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Form Overview
Fair Work Ombudsman Form setting up a performance system checklist - Setting up a performance system checklist
This is a practical checklist from the Fair Work Ombudsman to help employers set up a workplace performance management system. Use it when building or reviewing how your business handles employee performance, feedback, and underperformance.
Risk Radar
Scan points- 1The most common mistake is not having any documented performance process before a problem employee situation emerges.
- 2Skipping the checklist and building a performance system ad hoc
- 3Not documenting performance discussions properly
- 4Failing to train managers on how to give feedback fairly
- 5Not linking performance standards to written job descriptions
Plain English
This isn't a form you submit to government. It's a self-help checklist to help you build a fair performance system in your workplace. Work through it to check that your process covers the basics — clear expectations, regular feedback, and proper documentation.
Submission Date
- Filing date: Use this checklist before rolling out a new performance system or when reviewing an existing one. There's no deadline — it's a self-help resource you can use at any time.
- Preparation window: collect IDs, supporting records, and signatures in advance.
- Final review: verify names, dates, and required fields before submission.
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Glossary Terms
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What this form is for
- Use when setting up a performance management system for the first time
- Use when reviewing whether your current system is fair and complete
- Use as a reference when planning manager training on performance
- Use before starting any formal underperformance process with an employee
- Use alongside the Fair Work Ombudsman's other performance management resources
Form selector
Use this form or another form?
Employee underperformance issue
The checklist is for system design, not resolving individual cases
✓ Check if you need the managing underperformance guide instead
Dismissal or termination
The checklist doesn't cover termination procedures
✓ Check Fair Work Commission resources for dismissal rules
Workplace dispute escalation
The checklist is preventative, not for active disputes
✓ Check if the dispute needs formal escalation
Enterprise agreement compliance
The checklist doesn't replace formal agreement obligations
✓ Check your award or agreement requirements
Deadline or filing window
There's no filing deadline. This is a self-help resource you can use whenever you're setting up or reviewing your performance system.
Before you submit
- 1You've reviewed each section of the checklist against your current practices
- 2Your performance standards are documented and linked to role descriptions
- 3Managers know how to use the system and have been trained
- 4There's a clear process for documenting performance conversations
- 5Your underperformance procedure is defined and accessible to staff
- 6Staff understand how and when performance will be assessed
How to file this form
- 1Access the checklist from the Fair Work Ombudsman website
- 2Review each section against your current workplace practices
- 3Note which elements are already in place and which need work
- 4Develop an action plan to address any gaps
- 5Train relevant managers and staff on the system
- 6Keep the completed checklist with your internal HR records
Known limitations
- 1This is a general guide and doesn't cover every industry-specific requirement
- 2The checklist doesn't replace legal advice on performance or dismissal matters
- 3Some awards and enterprise agreements have specific performance management clauses not covered here
- 4The checklist may not reflect recent case law or legislative changes
Field map
Compact field-by-field guide
Applicant
1 items
Full name (and representative, if any), postal address, email, and phone number of the person or organisation lodging the application.
Respondent
1 items
The exact legal name and ABN of the employer or other party the application is made against.
The Matter
2 items
Identify the kind of matter — for example, unfair dismissal, general protections, or an agreement application.
A clear description of what happened, relevant dates, and the outcome you are seeking.
Dates
1 items
Relevant dates such as the date of dismissal or the date the issue arose — these determine whether you are within time.
Supporting
1 items
Any documents that support your application, such as letters, contracts, or notices.
Declaration
1 items
Sign and date the form. Applications may also require a fee or an application for a fee waiver.
Almost done reviewing the fields?
Fillable formOpen in Editor->This checklist is a guidance resource from the Fair Work Ombudsman. Check the Fair Work Ombudsman website for the current version and any updates.
What changed or needs a fresh check
- Confirm you're using the latest version from the Fair Work Ombudsman website
- Check whether any award or agreement changes affect your performance process
- Review whether your job descriptions are current before linking them to performance standards
- Verify that your feedback frequency aligns with current Fair Work Ombudsman guidance
Quick Facts
Sources
- SRCForm name: Setting up a performance system checklist — confirmed from form title
- SRCIssuing agency: Fair Work Ombudsman — confirmed
- SRCForm type: Guidance checklist, not a statutory lodgement form — not confirmed in official source
- SRCAvailable on Fair Work Ombudsman website — not confirmed in official source
- SRCSpecific content sections of the checklist — not confirmed in official source
- SRCWhether this is the current version — not confirmed in official source
Common confusion points
Thinking this is a form you submit to a government agency
Confusing performance management with formal disciplinary action
Not distinguishing between informal feedback and formal performance processes
Assuming one checklist covers all award and agreement obligations
Believing the checklist replaces legal or HR advice
Not involving employees in understanding how the system works
Source transparency
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