An action framework for managers dealing with underperformance

Helping underperformers get out of a productivity rut is one of the trickiest manager tasks. Poor performance can manifest in a couple of different ways. Sometimes, it’s a new hire not meeting business expectations; other times, a trusted team member suddenly experiences a productivity drop.

However, poor performance is not necessarily an irreversible situation. It can often be a request for help. A great manager will go into extra trouble to help their team member while being fair to the rest.

Dig Deeper

To get started, you have to find out the reasons behind your employee’s less-than-stellar performance.

Often, underperformance is not necessarily a workplace issue. People can be dealing with family issues, mental health challenges, and other personal matters. Remember that you can only impact your employees’ lives to a certain extent. If they face external challenges, you can help them by revising your expectations and giving them time to regroup.

If no external factors affect your direct report’s performance, it’s time to turn to the workplace. There are three main reasons someone might be underperforming in their work:

• They lack the experience and skills to do the expected job.
• They don’t know they’re underperforming and don’t understand your expectations.
• They are a poor fit for the job and lack the motivation to do it well.

You have to stop and think about how you, as their manager, have contributed to their low performance. Maybe you put too much trust in their skills, leaving them without support while they work on an ambitious stretch goal. You might be avoiding an awkward conversation by withholding corrective feedback during your 1:1 meetings. Or you promised them a different set of challenges when they signed up for the role, but you never came through on your promise.

Now is not the time for self-punishment. After you understand how you’ve contributed to the problem, it’s time to take action.

A Framework for Action

Face the problem head-on

Don’t tiptoe around the fact that the employee doesn’t perform at an acceptable level for your company. Moreover, don’t assume you’re the only one that sees the problem. If you leave underperformance to fester, you’re in danger of creating resentment and feelings of unfairness in your team.

Corroborate your theory

When you pinpoint a performance issue, don’t just run to HR for help. Try to check your bias by running a confidential 360 review for the underperformer. Talk privately with people who work with them, coming from different backgrounds and seniority levels. Don’t focus on confirming your gut feeling. Keep an open mind and be willing to be proven wrong.

Be direct and honest

Don’t expect your employee to realise the error of their ways and change all by themselves. In your next 1:1 meeting, raise the issue by giving examples based on facts, not your musings or intuition. Instead of saying something like, “I feel that your performance is subpar,” focus on specific outcomes they missed.

During the discussion, check their reactions to make sure they acknowledge the problem and keep a growth mindset. Another good idea is to ask them to develop ideas on how you can help, thus avoiding unnecessary assumptions. Try to make the conversation feel like a dialogue, not a dressing down. Give plenty of time to answer or schedule a follow-up meeting.

Keep in touch

After discussing possible ways to help, keep a close eye on your employee to see how they address this new reality. Increase the cadence of your 1:1 meetings, hold office hours, and generally be available for questions and feedback throughout the week. If they show signs of positive change, praise them clearly so they know they’re making progress.

No Change? Time for a PIP

Even if the underperformer in your team hasn’t managed to change for the better after following the action plan above, it might not be time to let them go just yet. That might come as a surprise to some. Still, the amount of time and effort to fire an employee and hire their replacement, especially if they hold significant institutional knowledge, is not trivial.

If you don’t see positive change, even after multiple tries to get an underperformer to cooperate, it’s time to create a Performance Improvement Plan (PIP). These plans are designed to help poor performers and not to kickstart their termination process. Much like a negative performance, a PIP should not surprise the employee.

The basic steps for Performance Improvement Plans are:

• Give them enough time to showcase actual change. A PIP should last at least two weeks, up to one month or a quarter.
• Include SMART goals in the plan — specific, measurable, achievable, realistic, and timely objectives that will actively help them improve.
• Don’t leave them alone in navigating this difficult period. Make sure you’re there to provide feedback every step of the way.

Sometimes, when the performance issue is so significant that it leads to a PIP, the rest of the team will have questions. Acknowledge the problem but remain respectful and don’t share any confidential information. You shouldn’t hide a situation like this from them. Make sure you react calmly and communicate that you work with the underperformer to develop a productive solution.

When Is It Time To Let Go?

Sometimes, even the noblest intentions don’t work out. If the underperforming employee doesn’t improve after working on their PIP, it may be time to part ways.

There are countless (and sometimes conflicting) resources on the best way to lay an employee off, but there’s one thing that most experts agree on: you have to move quickly. Don’t let rumours and office gossip obscure the real reasons why you’re letting an underperforming employee go.

Make sure you don’t forget that:

When you fire somebody, it not only affects that person, but also you, the firm, and everybody around you. — Jean-François Manzoni

So move quickly. Don’t forget that letting people go is part of your job description. Don’t avoid dealing with an unpleasant situation; be fair and empathetic while thinking about the team members left behind.

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How to Deal with Poor Performance was originally published in Better Programming on Medium, where people are continuing the conversation by highlighting and responding to this story.