Ten key steps to dealing with underperformers

Addressing underperformance requires a thoughtful approach that considers the underlying reasons behind it. Moira Grassick outlines ten essential steps to manage underperforming employees effectively

Poor employee performance affects both the worker and your wider business. Underperforming employees can have a domino effect. When colleagues see one employee slacking, their own motivation can decrease.

In some cases, an employee may be genuinely trying but is simply incapable of hitting their targets or meeting your business’s standards.

Here are ten simple steps to deal with an underperforming employee fairly and effectively.

1. Know what you want from the employee

   If an employee is underperforming, first be clear on what level of performance you want and consider if the relevant standards have been properly communicated to them. Confusion is unavoidable if either party isn’t aware of the required standards.

2.  Begin with an informal approach

   When addressing a performance issue for the first time, approach it informally by conversing with the underperforming employee. This doesn’t mean the issue goes unaddressed; it simply means no formal disciplinary action will be taken at this stage.

   Approach this conversation with an open mind and empathise with the employee if their issue is personal.

3.  Let the individual know that you have concerns

   The first practical step is to let the employee know that you have concerns regarding their performance. This should be done in a private conversation with them.

   This isn’t a formal hearing, so there’s no need to formally invite the employee with notice. Again, it’s best to approach this conversation in a personal, friendly manner.

4.  Identify the problem

   Enquire as to the reason for the employee’s underperformance. This is necessary to establish what subsequent action you need to take. If they can perform better but simply choose not to, tell them that they must improve.

   If they can do the job (they’re trying hard but still can’t perform well), identify how you can help them. For example, the employee may need further training or supervision.

   If the reason is health related, it may be necessary to obtain an expert medical opinion. If they have a disability, reasonable accommodations to the workplace may need to be considered.

5.  Refer to further consequences

   Although you’re dealing with the issue informally, let the employee know that you may need to begin a formal disciplinary procedure if they show no signs of improvement.

6. Monitor performance

   Keep tabs on the employee’s subsequent performance. The level of monitoring required will need to be considered on a case-by-case basis.

   The employee is unlikely to appreciate overbearing scrutiny as they seek to improve, so handle this aspect sensitively.

7. Revisit the issue

   If the employee’s performance doesn’t improve, or another dip follows a temporary improvement, revisit the issue.

   Speak to the employee again, pointing out that your previous discussion and/or any help provided doesn’t appear to have had an effect. Again, ascertain what the reasons are for the underperformance.

8. Consider a formal procedure

   If insufficient improvement or explanation is provided, consider implementing a formal disciplinary or capability procedure with the employee.

   Formal disciplinary processes must follow the steps set out in your written policies. These processes must follow fair procedures and the principles of natural justice.

   Formally invite the employee to these hearings and inform them of their rights, like the right to be accompanied, the right to state their case and the right to appeal any decision that goes against them.

9. Complete the process promptly

   Deal with the process efficiently ─ don’t allow the issue to drag on. Where you have prescribed timeframes in your procedures, stick to them.

10. Be consistent
    Act in accordance with previous cases of a similar nature to ensure a consistent approach in terms of assistance provided or, if appropriate, sanctions issued.

In addition to these tips, communicate clearly with any employee going through a disciplinary process and keep good written records of all the steps you have taken to address the issue.

Moira Grassick is Chief Operating Officer of Peninsula Ireland