Most small businesses only think about performance reviews when something has gone wrong. By then there is nothing on paper: no agreed standard, no record of help given, no date by which things had to improve. A short written review once or twice a year fixes that, and it is the first thing the CCMA will ask about if a poor-performance dismissal is ever challenged.
Before the meeting: agree what good looks like
A score means nothing unless the employee knew the standard. Write down three to five goals for the job, each with a plain line on what good looks like ("quotes out within one working day", "deliveries on time with signed proof"). Add the ways of working that apply to everyone: time-keeping, quality, teamwork, safety and communication. Give the employee a copy before the review.
In the meeting: score, then listen
Score each goal from 1 to 5 and use the same words every time, so that a 3 means the same thing from every manager:
Give an example for every low or high score. Then ask for the employee's side and write it down in their words.
After the meeting: put it in writing and sign
Note strengths, what must improve, the training or support you will give, and the date of the next review. Both of you sign. The employee signs that they have seen it, not that they agree. If they refuse, write "refused to sign" and have a witness sign.
When the score is low: a fair process
The Code of Good Practice: Dismissal, published in the Government Gazette on 4 September 2025, sets out what fairness means for poor performance. After probation an employee should not be dismissed for poor performance unless they were given evaluation, instruction, training, guidance or counselling, and a reasonable time to improve (item 19). Anyone judging the dismissal will ask whether the employee knew the standard, had a fair chance to meet it, and whether the standard was reasonably achievable (item 20). Before any dismissal the employee must be given the chance to respond (item 19(2)).
In practice: agree an improvement plan, write down the help you will give, set a date to review again, and keep every note. A low review is the start of that process, not a warning and not a dismissal.
Probation is different, but not a free pass
During probation you should give reasonable guidance, which may be instruction, training or counselling, suited to the size of your business and the job (item 17). You may only dismiss or extend probation after hearing the employee (item 18). The reasons can be less compelling than after probation, but the process still applies.
Managers and senior staff
The Code accepts that a manager or senior employee who can judge their own performance may not need a warning that their job is at risk (item 20(2)). Still review them in writing; the record is what counts.
How we do it in Vali
In Vali HR every employee has one profile: their documents, leave, training and learnerships in one place. Reviews kept there mean the history is always at hand when it matters. Book a Vali demo.
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Based on the Code of Good Practice: Dismissal, Government Gazette 53294, Notice 3470 of 2025, items 17 to 20, checked 8 November 2026. A guide only, not legal advice.