First of all, think before you act! Don’t dive in, but understand that most underperformance comes from one of a handful of causes, and each one needs a different solution.
- Clarity: they don’t know what “good” looks like, or the priorities keep changing.
- Capability: they’re missing a skill, training or experience.
- Capacity: their workload, tools or processes are getting in the way.
- Motivation or fit: they’re disengaged, bored, in the wrong role, or in conflict with someone.
- Personal circumstances: health, caring responsibilities or stress outside work.
Before you meet them, check yourself. Have you actually set clear expectations, and have you given feedback before now? Where does the problem sit? Once you have considered the issue, have the conversation asap, and in private.
- Bring specific examples and their impact: “The last three reports were two days late, which delayed the client sign-off.” Avoid phrases like “you’re not committed.”
- Ask before you tell…”How do you think things are going? What’s getting in the way?” Then listen. This is usually where the real cause comes out.
- Agree on the shortfall…where things are, where they need to be, and why it matters.
Then, agree a clear improvement plan.
- Set 2–4 specific, measurable goals with deadlines.
- Write down the support you’ll give, such as training, mentoring, a lighter workload or more frequent check-ins.
- Pick a realistic timeframe, often 4–12 weeks depending on the role.
- Put it in writing afterwards so you both have the same record.
Your commitment to this is vital, so follow up!
- Hold short, regular check-ins, weekly at first.
- Recognise progress straight away. Improvement that goes unnoticed tends to stall.
- Keep brief notes on what was discussed, agreed and achieved.
- Adjust the plan if you find a new cause, such as a health issue, or other…the plan needs to be dynamic!
Avoid these common mistakes.
- Waiting too long and then dropping a formal process on someone without warning.
- Being vague so you can avoid an awkward conversation.
- Treating the plan as paperwork for exiting someone instead of a real attempt to help them improve. People can tell the difference.
- Not checking whether the problem is really the role, the team or how they’re managed.
In most cases, you will have a good employee, but who needs some guidance to get back on track…over to you, and remember…recruitment of a replacement is costly and time sensitive!
“The difference between ordinary and extraordinary is that little extra.”
Jimmy Johnson
Jimmy Johnson
