How to manage underperforming

employees
Underperformance is a common predicament among employees of all levels,

and each instance has unique aspects. Knowing how to handle these situations

with a consistent approach can prevent them from inhibiting your team’s

productivity. 

Taking the following steps can help you address workplace underperformance:

1. Recognize that there is a problem 

Be perceptive to circumstances and conduct that may be indicating performance

issues. Frustration and apathy often coincide with underperformance and

manifest themselves in certain behaviors. Some of the telling signs of

underperformance include: 

 Disassociation from tasks and responsibilities

 Reduced output and quality of work

 Recurrent tardiness or absenteeism 

 Discouraged demeanor or unprofessional conduct

 Decreased interaction with colleagues

As soon as you notice that an employee is underperforming, you need to act.

Start by documenting specific examples of how their work has suffered and

doesn’t meet expectations, including any problematic behaviors you’ve

observed. Then it’s time to approach the employee and schedule a private, one-
on-one meeting to address the situation and gain awareness of their

perspective.

2. Conduct a meeting and ask questions to establish

what causes the employee to underperform

It can be a mistake to assume you already know what the root cause of an

employee’s lack of effort is. In order to find out the actual reasons, you must set

an appropriate tone for the meeting and ask the right questions. 

The one-on-one meeting should occur in a place that is free from interruption

and distractions where you won’t be overheard. Without taking an accusatory

posture, start the meeting by describing specific examples of the employee’s

underperformance and how it affects the rest of the team and the company. 

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Then you can move on to uncovering what is contributing to the

underperformance on the employee’s end and how you as a manager or the

company may be playing a part in the situation. 

Here are some sample questions that can provide insight into the employee’s

perception of the situation:

  What part of your job do you enjoy and feel the most motivated by? 

 What frustrates you about your job? Are there any areas that you feel ill-

equipped for?

 Do you feel you’re playing to your strengths in your role? Where do you feel

like there is a steep learning curve for you?

 How well are you handling your current workload?

 Do you see any areas where your performance could improve?

 Do you see how your work benefits others or the organization?

 Are there any external factors that could be affecting your work?

 Do you feel optimistic about your future with the company?

 Is there anything else you want to share with me?

These example questions will get input from the employee about how the work

environment may be impacting their performance: 

 Are the expectations for what needs to get done and the level of quality made

clear enough to you?

 Do you ever feel like you’re being set up to fail with unrealistic expectations?

 Are the tools and resources needed to do your job well available to you?

 Do you have the time you need to accomplish your tasks? 

 Do you understand how your work adds value to the company and who

benefits from it?

  How does my communication/management style come across to you? Does it

inspire you to do your best? 

Listen attentively to the employee’s responses and ask follow-up questions to

better understand them and demonstrate your interest in their side of the story.

3. Reiterate job expectations

Make sure that the employee understands what you expect of them and the

areas that require improvement. Instruct them on all the tasks involved and the
standard at which the employee should fulfill them. Have documentation for

what the targets are and how the employee has missed them, so there is no

room for misinterpretation. In general, stipulating exactly what must be

accomplished within the job will help the employee focus on what they should

be striving for. 

Be aware that often it is new hires who are uninformed about specific

expectations. This can occur if the position’s responsibilities aren’t clarified

during the hiring process. Furthermore, business changes that call for added

expectations can confuse a new employee unfamiliar with the organization’s

flow. 

4. Manage employee expectations

If an employee’s hopes for their job have not been realized, they may not

perform at a high level. They could have particular demands for compensation,

career advancement, employer ethics and values, job security, etc. but are not

seeing them play out.

You must discover what an underperformer has been hoping for from their job

and the organization to see if it is realistic. If there is a mismatch between what

they anticipate and what you can offer or do for them, this is an excellent time to

discuss whether they can adjust their expectations or not.

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5. Develop an action plan together

Once you and the employee have discussed the underperformance issues and

causes, you can strategize an action plan together to work toward a resolution.

You can make suggestions for fixing the problem and encourage the employee

to set goals and come up with their own recommendations.

Look for opportunities for job redesign or retraining/reskilling, based on the

cause of underperformance. If the issues are of personal nature, you can

propose taking time off to deal with them.

The plan should incorporate several angles:

 Outline of actions that each party is responsible for.

 Timeframe for achieving performance improvement, including potential

consequences for serious issues.

 Support and resources to be provided (training/mentoring/duties

adjustments/time off.) 

6. Ensure regular check-ins and follow-ups

The odds are that resolving an underperformance situation will take more than

one conversation, and you must give the employee a reasonable amount of time

to improve. Schedule daily or weekly meetings to monitor the employee’s

progress on the action plan and encourage further growth. Give the employee

plenty of opportunities to explain how their work ethic is developing and what is

still challenging for them.

These check-ins hold the employee accountable and provide you with the

chance to emphasize performance goals and follow through with any necessary

training and support. You will also be showing the employee that you genuinely

want to help them improve.

Once the employee’s performance reaches an acceptable level, commend their

success and discuss how they can maintain this standard of work.

7. Recognize progress

If you are asking an underperforming employee to improve but never show

appreciation when they do, they can feel alienated. As the employee starts to

make headway, be vocal about the change you have noticed. Praise them for

their effort and refer specifically to what they have accomplished and the

positive impact it has. 

This recognition goes a long way toward giving the employee confidence in their

abilities and inspiring them to work harder on the pattern of progress. Likewise,

they will feel appreciated for their strengths and trust that you want to see them

succeed and believe they can.

8. Practice performance coaching 

Learning on the job through day-to-day interactions is an excellent way to

improve performance. Managers who understand performance coaching can

create relevant learning opportunities out of causal dialog during work

situations. This practical guidance can point employees toward new ways to do

their jobs better. 

9. Provide feedback

Providing specific and constructive feedback to an employee who is striving to

improve their performance is essential. It will help them see their progress and

be aware of areas that still need development. Ideally, it should include 360-

degree feedback that you’ve gathered from people who interact with the

employee. These opinions will provide insight into how the employee’s

performance impacts others. 

Consider these principles when offering feedback:

 Focus on one or two issues per session to avoid overwhelming the employee.

 Keep the critique straightforward but positive. 

 Point out how the changes made are making a difference in their team’s

productivity.

 Commend the employee for their achievements to increase their confidence.

10. Retain thorough documentation

As with addressing any employee issue, you must document the steps taken for

dealing with an underperforming employee. A chronicle of the situation is a

helpful resource along the way, especially if the dilemma doesn’t get resolved

and the employee disputes the process.

Be sure to keep the initial records from the onset of the problem and then take

comprehensive notes of what transpired during any subsequent meetings and

conversations. Additionally, revise the formal action plan if updates are needed.
After each discussion, email the employee a summary of what transpired and

any planned action steps. Don’t forget to save any email responses/proposals

from the employee. You should also track the employee’s progress in writing.

11. Make a decision if performance doesn’t improve

One employee who slacks off directly impacts team morale and the work

environment. If you allow the underperformance to continue without

repercussions, the other hardworking team members can become resentful and

discouraged.  

If the employee’s job performance doesn’t show signs of progress after investing

a reasonable amount of time into the action plan, you need to contemplate

other options. The two most common solutions are reassignment or

termination.

Reassignment – The employee could be better suited for another position

within the organization that has different responsibilities. An alternative role

with demands that fall within their current scope of technical knowledge and

interpersonal skills could be just what the employee needs to feel fulfilled. 

Termination – When you’ve exhausted all other options, you may have to come

to the last resort of letting the employee go. Although this is not ideal, it may be

the best viable solution for everyone involved. The termination process is never

pleasant and can get complicated, so you must follow all HR procedures and

your termination policy carefully. 
12. Encourage a healthy work-life balance

Inspiring a healthy work-life balance is one effective method that can support an

underperforming employee’s progress and also prevent underperformance

from occurring in the first place.

Spending too much time on the job can cause fatigue, strain, and burnout.

Typically, this results in a decreased motivation and lower performance levels.

Encouraging employees to take their allotted time off and offering wellness

benefits can help them feel refreshed and be more productive. 

To conclude
Although dealing with underperformance can be a time-consuming process,

most underperforming employees will embrace a collaborative effort that

coaches them to do their job better. 

Once you understand what causes underperformance, you can come up with an

action plan to tackle it. Keeping in touch and monitoring the progress of your

underperforming employees is the best way to turn an underperforming

employee into a productive member of the team.

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Don’t ignore the problem

Too often these issues go unaddressed.  ”Most performance problems aren’t dealt
with directly,” says Weintraub. “More often, instead of taking action, the manager
will transfer the person somewhere else or let him stay put without doing
anything.” This is the wrong approach. Never allow underperformance to fester on
your team. It’s rare that these situations resolve themselves. It’ll just get worse.
You’ll become more and more irritated and that’s going to show and make the
person uncomfortable,” says Manzoni. If you have an issue, take steps toward
solving it as soon as possible.

Consider what’s causing the problem

Is the person a poor fit for the job? Does she lack the necessary skills? Or is she
just misunderstanding expectations? There is very often a mismatch between what
managers and employees think is important when it comes to performance,
Weintraub explains. It’s critical to consider the role you might be playing in the
problem. “You may have contributed to the negative situation,” says Manzoni.
“After all, it’s rare that it’s all the subordinate’s fault just as it’s rare that it’s all the
boss’s.” Don’t focus exclusively on what the underperformer needs to do to
remedy the situation — think about what changes you can make as well.

Ask others what you might be missing

Before you act, make sure to look at the problem objectively. You might talk to the
person’s previous boss or someone who’s worked with him, or conduct a 360
review. When approaching other people, though, do it carefully and confidentially.
Manzoni suggests you might say something like: “I’m worried that my frustration
may be clouding my judgment. All I can see are the mistakes he’s making. I want
to make an honest effort to see what I’m missing.” Look for evidence that might
prove your assumptions wrong.

Talk to the underperformer

Once you’ve checked in with others, talk to the employee directly. Explain exactly
what you’re observing, how the team’s work is affected, and make clear that you
want to help. Manzoni suggests the conversation go something like this: “I’m
seeing issues with your performance. I believe that you can do better and I know
that I may be contributing to the problem. So how do we get out of this? How do
we improve?” It’s important to engage the person in brainstorming solutions. “Ask
them to come up with ideas,” says Weintraub. Don’t expect an immediate response
though. The person may need time to digest your feedback and come back later
with some proposals.

Confirm whether the person is coachable

You can’t coach someone who doesn’t agree that they need help. In the initial
conversation — and throughout the intervention — it’s critical that the employee
acknowledge the problem. “If someone says, ‘I am who I am’ or implies that
they’re not going to change, then you’ve got to make a decision whether you can
live with the issue and at what cost,” says Weintraub. On the other hand, if you see
a willingness to change and a genuine interest in improving, chances are you can
work together to turn things around.

Make a plan
Create a concrete plan for what both you and the employee are going to do
differently, agreeing on measurable actions so you can mark progress. You should
also ask what resources the employee needs to accomplish those goals. You don’t
want her to make promises she can’t meet. Then, give her time. “Everyone needs
time to change and maybe learn or acquire new skills,” says Weintraub.

Regularly monitor their progress

It may seem obvious, but unfortunately, many managers fail to follow up. Ask the
person to check in with you regularly, or set up a time and date in the future to
check progress. It may be helpful to ask the employee if he has someone that he’d
like you to enlist in the effort. Weintraub suggests you ask: “Is there

there anyone you trust who can provide me with feedback about how well you’re
doing in making these changes?” Doing this sends a positive message: “It says I
want this to work and I want you to feel comfortable; I’m not going to sneak
around your back.”

Respect confidentiality
Along the way, it’s important to keep what’s happening confidential — while also
letting others know you’re working on the underperformance problem. Manzoni
admits that this is a tricky line to tow. Don’t discuss the specific details with
others, he says. But you might tell them something like: “Bill and I are working
together on his output and lately we’ve had good discussions. I need your help in
being as positive and supportive as you can.”

If there isn’t improvement, take action

If things don’t get better, change the tenor of the discussion. “At some point you
leave coaching and get into the consequences speech. You might say, ‘Let me be
very clear that this is the third time this has happened and since your behavior
hasn’t changed, I need to explain the consequences,'” says Weintraub. Disciplinary
actions, particularly letting someone go, shouldn’t be taken lightly. “When you fire
somebody, it not only affects that person, but also you, the firm, and everybody
around you,” says Manzoni.

While it may be painful to fire someone, it may be the best option for your team.
“It’s disheartening if you see the person next to you not performing,” says
Weintraub. Manzoni elaborates: “The person you’re asking to leave is only one of
the stakeholders. The people left behind are the more important ones . . . When
people feel the process is fair, they’re willing to accept a negative outcome.”

Praise and reward positive change

Of course if the person makes positive changes, say so. Make clear that you’re
noticing the developments and reward him accordingly. “At some point, if the non-
performer has improved, be sure to take them off the death spiral. You want a team
that can make mistakes and learn from them,” says Weintraub.

Principles to Remember

Do:

 Take action as soon as possible — the sooner you intervene the better
 Consider how you might be contributing to the performance issues
 Make a concrete, measurable plan for improvement

Don’t:

 Forget to follow up — monitor their progress regularly

 Waste your time trying to coach someone who is unwilling to admit that
there’s an issue
 Talk about specific performance issues with others on the team

Case study#1: Be ready to invest time

Allie Rogovin managed a five-person team at Teach for America when she brought
in Max* as a recruiting coordinator. The job had two main responsibilities:
completing administrative duties that supported the recruiting team and managing
special projects. Allie recognized that the administrative component wasn’t that
exciting. “So I let him know that the better and faster he completed these tasks, the
more time he’d have for the fun projects,” she says. But before long, Max was
struggling with the core part of his role. “I realized a couple months into the job he
wasn’t getting his administrative duties done in time,” she says.

Allie started by giving Max an action plan template. She asked him to take 20
minutes at the end of each day to enter and prioritize all of his tasks . She then
reviewed his list every evening and gave him input on how he might shuffle his
priorities for the next day

They also started meeting three times a week instead of just once a week.

“He was a very valuable team member and I knew he could do a good job. That
made me want to invest time in working with him,” she says. She continued
meeting with Max regularly and reviewing his priorities for three months. “I didn’t
think it was going to be that long but I wanted to see that he was building new
habits,” says Allie. Max still occasionally missed deadlines but he was showing
definite signs of improvement. “We tweaked the plan along the way and he
eventually got into the swing of things,” she says.

“I frankly wouldn’t have done it if I didn’t see huge potential in him,” says Allie.

Case study #2: Make clear what needs to change

Bill Wright*, a business developer at a residential building company, hired a new
project manager last summer. We’ll call him Jack. Right from the start, Bill saw
performance issues. One of Jack’s primary responsibilities was to develop small
projects. That meant defining the scope of the project, talking with homeowners,
negotiating with subcontractors, and coordinating with design professionals. “He
was taking too long to get things done. What should’ve taken days, was taking
three to four weeks,” Bill says. This was problematic for many reasons: “I was
supposed to be billing his time to the client but I couldn’t bill for the amount of
time he was putting in. Plus I had disgruntled homeowners who were wondering
why things were taking so long.”
Bill met with Jack weekly to review the current workload, prioritize tasks, and
resolve any issues. “I wanted to help him move things forward but eventually I got
so frustrated that I started to take projects over,” Bill says. At Jack’s 90-day
review, Bill had a frank conversation with his employee about the consequences of
not being able to turn around his performance. “When I asked what he needed,
Jack said that he wanted more than an hour of my time each week to get more
input on his work. I said I was happy to do that and asked him to go ahead and
schedule a regular meeting time,” Bill says. But Jack never followed up or put any
additional time on Bill’s calendar.

“It was very clear that it wasn’t working out. There were never signs of any
progress.” That’s when Bill sat Jack down and made it clear that his job was on the
line. Again, there was no change in behavior, so several weeks later, he let Jack go.
“I look back on it and realize I made a bad hire. I recently hired his replacement
and it’s like night and day. He already gets the job.”

*Not their real names

Amy Gallo is a contributing editor at Harvard Business Review, co-host of the Women at Work podcast, and
the author of the HBR Guide to Dealing with  Conflict. She writes and speaks about workplace dynamics.
Watch her TEDx talk on conflict and follow her on Twitter.

Read more on Managing People or related topics Managing People, Difficult

Conversations, Giving Feedback, and Underperforming Employees