People & HR · Lesson 5
Handling underperformance early and fairly
Name the gap with facts, agree a plan, and follow through.
Underperformance rarely fixes itself. The longer you wait, the harder the conversation and the more the rest of the team suffers. Address it as soon as you see a pattern — usually after the second or third instance.
Prepare facts, not feelings. Describe the expected standard, the actual result, and the impact. Then ask, and listen: 'What's getting in the way?' The cause may be unclear expectations, missing skills, workload, or personal issues. Each needs a different response.
Agree a short written plan: the standard, the support you will give, and a review date (often 30 days). Keep notes of each conversation. If things improve, say so clearly. If they do not, you have a fair record for the next step. Follow your local employment law and your company policy; take HR or legal advice before any formal action.
Example — Hypothetical: the conversation opener
'We agreed site reports would go out every Friday. In the last month, three went out on Monday or later, and the client has raised it twice. I want to understand what's happening and agree how we fix it.'
Try this
If someone is underperforming now, write the standard, the gap (with two dates or examples), and one question to open the conversation.
Reflect
Is there a conversation you have been avoiding? What is the cost of waiting another month?