Addressing Underperformance
The longer that poor performance is allowed to continue, the more difficult it can be to resolve and the more serious the problem may become.
It’s crucial to address any issues in the right way!
Good performance management practices can transform an underperforming employee into a strong performer. However, poorly handled performance management can lead to legal disputes, such as an unfair dismissal claim.
Initial Steps
Discuss the issue with the employee
Remember that most employees who are not performing well would like to improve, so approach the discussion in a way that is supportive and solution-focused.
Identify the Issue
If you think your employee is underperforming, you need to identify the exact problem. Start by writing down:
Specific examples of the behaviour or action that is causing an issue
When this is occurring
Why it is an issue
How the behaviour or action needs to change or improve
You should also gather any documents that demonstrate the problem, such as business statistics, examples of the employee’s work or customer feedback.
Assess the Issue
Before you meet with the employee think about:
How serious the issue is?
How long the issue has existed and whether it is ongoing?
How wide the gap is between what is expected and what is occurring?
The possible cause of the problem
Ask yourself:
Have you been clear about your expectations?
Have you provided adequate training?
Jointly Devise a Solution
When discussing the underperformance with the employee it is important that you agree on a way to resolve the issue. Employees are more likely to improve their performance if they feel they have contributed to the solution. When devising a solution, you should:
Explore ideas by asking open questions. For example, ask the employee “what can we do to improve this in future?”
Suggest ways to resolve the issue, and invite the employee to make suggestions as well
Offer appropriate support and assistance, such as training, mentoring, or adjustments to the employee’s duties
Agree on a reasonable time for the employee to improve their performance and set a date for further review.
Monitor Performance
After the meeting, make sure you follow through with any training or other support you offered the employee.
Monitor the employee’s progress and provide ongoing fair feedback.
Meet with the employee to review their performance at the agreed time.
If the performance has improved to a satisfactory level, acknowledge that the issue has been resolved. Speak with the employee about how the improvements will be maintained.
Keep Records
Take notes during any discussions with the employee about their performance. It’s a good idea to follow up the discussion with an email or letter confirming what was said and agreed.
Make sure you keep these notes and any other documents relating to the process.
Formal Steps
There is no general legal requirement to provide an employee with a written warning or a set number of warnings. What you do need to show is that the employee was:
Clearly aware of the problem and given an opportunity to improve
Knew the possible consequences if their performance did not improve
Given the opportunity to bring a support person at any relevant meetings
When it comes to addressing underperformance, there is no point burying your head in the sand. If you need help dealing with underperformance, please reach out.
