Small Issues Can Become Bigger Problems
Most workplace issues don't begin as formal complaints or serious performance concerns.
They often start small. An employee begins missing deadlines. Two team members stop communicating effectively. A manager notices a change in someone's behaviour but isn't sure whether to raise it.
The challenge for employers isn't always recognising that something is wrong. It's knowing what to do next.
Addressing an issue early can prevent it from becoming more complicated, but acting too quickly or taking the wrong approach can create additional problems.
Here's how to assess workplace concerns, approach difficult conversations and recognise when a more formal response may be necessary.
Identify the Real Issue
Before arranging a meeting or considering disciplinary action, establish what the concern actually involves.
Different workplace issues require different responses, and treating every concern as a performance problem can lead employers down the wrong path.
Workplace concern | What to consider |
|---|---|
An employee is regularly missing deadlines | Are expectations realistic and understood? Is additional training or support required? |
Two employees are experiencing tension | Is it a disagreement, a breakdown in working relationships or potentially inappropriate behaviour? |
An employee is repeatedly ignoring instructions | Were the instructions clear, lawful and reasonable? Is the issue capability, misunderstanding or potential misconduct? |
A manager receives a bullying or harassment allegation | What immediate safety measures, reporting obligations and investigation procedures may be required? |
An employee's performance suddenly declines | Have there been changes to workload, duties or working conditions that could be contributing? |
Practical tip: Separate what you know from what you assume.
"The employee missed three agreed deadlines this month" is a factual concern that can be discussed.
"The employee doesn't care about their job" is an assumption that may not accurately reflect what's happening.
Starting with evidence helps keep conversations constructive and reduces the risk of making premature decisions.
Know When an Informal Approach Is Appropriate
An informal conversation can be an effective starting point for lower-level performance concerns, misunderstandings or minor workplace behaviour issues.
For example, if an employee who normally performs well has missed a few deadlines, a private conversation may reveal that their workload has increased or that priorities haven't been clearly communicated.
However, an informal approach isn't appropriate for every situation.
Employers should consider a more structured response where there are:
Allegations of bullying, sexual harassment, discrimination or victimisation.
Threats, violence or serious health and safety concerns.
Suspected serious misconduct.
Repeated behaviour that hasn't improved despite previous discussions.
Formal grievances or complaints requiring action under workplace policies.
These issues may require immediate protective measures, an impartial investigation, specialist HR advice or other formal steps.
The important distinction is that addressing an issue early doesn't always mean addressing it informally.
How to Have the First Conversation
One of the most useful skills a manager can develop is raising concerns directly without making the employee feel they've already been found at fault.
For an informal performance discussion, a straightforward structure is:
Explain the concern
Describe the specific behaviour or performance issue you've observed.
Explain the impact
Help the employee understand why the matter needs attention, whether it's affecting customers, colleagues, productivity or other aspects of the business.
Ask for their perspective
Give the employee an opportunity to explain what is happening before deciding what needs to change.
Agree on next steps
Clarify the expectations, any support needed and when progress will be reviewed.
What could this sound like?
Instead of:
"Your work has been slipping lately, and I need you to improve."
Try:
"I've noticed the last three weekly reports were submitted after the agreed deadline. It's affecting our ability to finalise the client updates on time. Is there something making those deadlines difficult to meet?"
This opens a conversation without immediately attributing blame.
The employee may need further training, clearer priorities or additional support. Alternatively, there may be a genuine performance issue that needs to be addressed.
Either way, the manager has more information before deciding on the next step.
Where the matter is more serious or may lead to disciplinary action, employers should use an appropriate, fair process rather than treating it as a routine informal discussion.
Document the conversation, even when it's informal
A common mistake is assuming that an informal conversation doesn't need to be recorded.
While every minor interaction doesn't require a formal file note, relevant discussions about performance or workplace behaviour should be documented appropriately.
A brief record can include:
The date of the discussion and who attended.
The specific concerns raised.
The employee's response or explanation.
Any support or actions agreed upon.
The expected improvement or outcome.
The agreed review date.
For example:
Issue: Three weekly reports submitted after their agreed deadlines.
Employee response: Competing priorities have made it difficult to complete the reports on time.
Agreed action: Manager to clarify weekly priorities and employee to flag potential delays as soon as identified.
Review: Follow up in two weeks.
This doesn't need to become a formal warning letter. A concise, factual file note or follow-up email may be appropriate.
Records should be accurate, objective, securely stored and handled in accordance with applicable privacy and recordkeeping requirements.
Follow up instead of assuming the issue is resolved
Having the initial conversation is only part of the process.
If improvement is expected, establish when it will be reviewed and what successful improvement looks like.
For example, agreeing to "communicate better" doesn't give either party a clear measure of progress.
Agreeing that "any potential delay to client reports will be raised with the manager before the deadline" is more specific and easier to assess.
During the follow-up, consider:
Has the behaviour or performance improved?
Has the business provided the agreed support?
Have any new concerns emerged?
Is further coaching appropriate, or does the matter now require a more formal response?
Where improvements have been made, acknowledge them.
Where they haven't, consider whether further action is required rather than allowing the same issue to continue indefinitely.
Recognise when it's time to escalate
An informal conversation isn't always enough.
If concerns continue, employers may need to move towards formal performance management, written warnings or other appropriate procedures.
Before doing so, consider whether the employee:
Clearly understands the required standard.
Has been given a reasonable opportunity to respond to the concerns.
Has received appropriate support and an opportunity to improve, where relevant.
Understands the potential consequences of ongoing underperformance.
Has been managed consistently and fairly.
Employers should also check applicable awards, enterprise agreements, employment contracts and workplace policies before taking formal action.
Importantly, there is no universal legal requirement to issue three warnings before dismissal. The appropriate process depends on the circumstances, and employers should seek advice before taking significant disciplinary action.
For serious misconduct or complaints involving unlawful or harmful behaviour, a different process may be necessary from the outset.
Don't overlook the workplace factors contributing to the issue
Sometimes the problem isn't solely about an individual employee.
Repeated misunderstandings, conflict between colleagues, high workloads or unclear responsibilities may indicate broader workplace concerns.
These factors can also create psychosocial health and safety risks.
Employers have obligations to manage psychosocial risks, including risks arising from harmful workplace interactions and poor work design.
This means that resolving an individual complaint may not be enough if the underlying workplace conditions continue to create risks.
Look for patterns. If several employees are experiencing the same difficulty, the solution may involve changes to systems, supervision, workload management or communication rather than individual performance management alone.
Getting the response right from the start
Not every workplace issue needs to become a formal process. But every concern deserves an appropriate response.
The objective isn't to avoid formal action at all costs. It's to address issues fairly, promptly and proportionately, before they cause further harm or disruption.
For employers, knowing the difference between a conversation, a performance management process and a formal investigation can make a significant difference to how a situation unfolds.
Need guidance on a workplace issue?
HR Dynamics helps employers manage workplace concerns, difficult conversations, employee performance and workplace investigations.
If you're unsure whether a situation calls for an informal discussion or a more formal approach, contact our team for practical HR advice.
