Few things are harder for a manager than telling someone that their work is not good enough. Many put it off, hoping it improves, and the problem grows until it is large and the conversation is angry. Others rush straight to a warning letter and damage a relationship that could have been repaired.
A fair, early, kind and clear approach works better for the person, the team and the business. Below is a framework for handling a performance problem early, fairly and in writing. It is not legal advice: employment law differs by country and by contract, so check what applies to you, especially before any formal step.
Be sure there is a problem
Before you talk, get clear on the facts.
- What exactly is the problem? Late deliveries, errors, conflicts, missing targets, behaviour? Write specific examples with dates.
- What is the standard? Is it written down, and does this person know it? A rule nobody told them about is your problem, not theirs.
- Is it the person or the situation? Unclear instructions, too much work, a broken tool or poor training can look like poor performance.
- Is it new? A good worker who suddenly changes may be facing something outside work.
- Are others treated the same way? Compare fairly.
If you find the cause is partly yours, that is good news: you can fix it.
Talk early and in private
Do not wait for the yearly review. At the first sign, find a quiet time and place, give a little notice that you would like to talk, and say it is about how things are going, not a trap.
A shape that works:
- Start with the purpose. "I want to talk about the last three client reports, because I think we can make them better together."
- Describe, do not label. "Two reports went out with the wrong totals, on 3 and 17 March" is better than "you are careless".
- Ask for their view. "What is going on from your side?" Then listen, properly. You may learn something.
- Explain the impact. Why it matters to customers or colleagues.
- Agree on what good looks like. Specific and measurable where possible.
- Offer support. Training, a checklist, a buddy, fewer tasks for a while.
- Set a date to review. A week or a few weeks, depending on the problem.
End the talk by summarising what you both heard. Then write a short note and send it: the date, the issue, what was agreed and when you will review. Our follow up after a meeting template gives a tidy format.
Find the cause
Ask rather than assume. Common causes include:
- the person does not know what is expected,
- they lack a skill or the training,
- the process or tools make errors easy,
- they have too much to do or conflicting priorities,
- personal circumstances, such as health, family or money worries,
- a poor fit between the person and the role,
- motivation, which is often the result of one of the above.
Match the response to the cause. Skills need training, load needs reprioritising, personal difficulties may need time off or flexibility. Our leave request template shows how an employee can ask for time off, which is useful to know when someone needs a break.
Support first, then expectations
Give real help for a fair time. If you say "you must improve" without offering anything, you have not done your part. Offer specific things: a session with a colleague, a checklist, a weekly look at their work. Check in regularly and give honest feedback, both good and bad. Notice improvement and say so.
Keep records, fairly
Keep brief, factual notes: dates, examples, what was said and agreed, support given. Share them with the employee. Records protect both sides and make later decisions fairer. Keep them private and store them safely. In many places employees have a right to see what you hold about them.
