A performance concern deserves clarity, fairness and an appropriate process. This guide covers everyday supportive management, not legal or disciplinary advice; your employer’s policy and qualified HR guidance take precedence.
You’ll find a practical method, a realistic workplace example and a short checklist to try.
Check that the expectation was clear
Before assuming unwillingness, ask whether the standard, deadline and quality requirement were explained. Compare the work with a concrete example where possible. If several employees struggle with the same requirement, investigate the system and workload as well as individual capability.
Bring observations, not labels
Prepare specific, recent examples. “Three customer records were incomplete in the last fortnight” creates a better discussion than “You have a bad attitude.” Explain impact and invite the person’s account. Consider training, reasonable adjustments, competing priorities and whether the person had the required tools.
Agree a realistic improvement plan
Describe the improvement in observable terms, the help available and when you will review progress. Keep measures relevant rather than adding lots of bureaucratic checks. If issues relate to disability, health, discrimination, grievances or formal capability procedures, involve HR and follow applicable law and policy.
Keep support consistent and respectful
Provide the promised feedback, training or supervision. Document significant agreements factually and confidentially. Avoid sharing an employee’s performance concerns with people who do not need to know. Check whether changes to workload or process could make success more likely.
Review fairly and avoid surprises
At the agreed review, discuss evidence of improvement, remaining gaps and context. If formal action may be necessary, do not improvise consequences: consult your organisation’s policy and qualified HR support. A respectful approach means people know where they stand before decisions become irreversible.
An example from everyday work
A service team member repeatedly misses a quality step. A manager observes three examples, asks about the workflow and learns that the required reference screen is difficult to find. They agree a clearer checklist, a short refresher and a review in two weeks. The solution addresses both the person and the process.
Put it into practice
Choose the actions that fit your role, responsibilities and the people involved. You do not need to implement everything at once.
- Write the agreed expectation in observable terms.
- Collect a few relevant examples rather than a broad impression.
- Ask what prevents the person meeting the standard.
- Agree support, actions and a proportionate review date.
Have I made success possible and sufficiently clear?
What to do next
Pick one change you can observe in the next week. Explain it to anyone affected, check whether it helped and adapt based on what you learn. For issues involving employment rights, workplace safety, discrimination, formal performance procedures or health, seek appropriate professional support and follow your organisation’s policies.
Further reading and sources
These external resources provide wider professional or official context. Our frameworks and examples are original interpretations rather than quotations from these publications.