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Most managers find these conversations tough, and that’s completely normal. Research from SHRM points to a real gap: many leaders doubt their performance reviews actually surface top performers, and plenty of employees feel managers get reviews wrong. Putting off a poor-performance conversation only hurts morale across the team. We’re here to help you walk in feeling confident. This guide covers how to spot when someone’s struggling, how to talk through it, what to put in an action plan, and how to document it all.
TABLE OF CONTENTS:
- Spotting the signs early
- Getting ahead of problems
- Getting ready for the conversation
- Having the performance conversation
- Putting together an improvement plan
- Staying connected through the process
- Key takeaways
- FAQs
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Spotting the signs before they become bigger problems
Small issues don’t stay small for long. When you catch a dip early, you’ve got time to help someone recover before it affects the whole team. Performance problems show up as patterns, not one-off bad days.
What to watch for
- Missing deadlines that used to be no problem
- Work quality slipping, with more mistakes and rework
- Frequent absences, lateness, or Monday/Friday patterns
- Pulling back from the team and skipping group activities
- Looking worn down, distracted, or mentally elsewhere
One tricky thing: burnout can look like productivity. Your best people might still seem busy while their deeper capacity quietly slips. And when key metrics drop below target, or customer complaints pick up, that’s your measurable signal to step in.
“Can’t do it” vs. “won’t do it”
This distinction changes your whole approach. Ability issues happen when someone lacks the skills or knowledge to do the job well. Pushing them to just “try harder” can make them give up, so build confidence instead. Motivation issues look different. The person has the capability but lacks the drive, often because the work doesn’t connect to what they value. Either way, start with curiosity, and explore what’s contributing, including how you might be part of the picture.
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Getting ahead of problems before they start
Goals that actually make sense
Job descriptions tell people what to do. Performance goals tell them how well to do it. Use SMART goals: Specific, Measurable, Achievable, Results-oriented, and Time-bound. Take a vague duty like “create documents and reports” and sharpen it to “create accurate documents by the deadline in our department format, proofread before submitting.” Now everyone knows what good looks like.
Making feedback feel normal
Regular feedback drives better results more than almost anything else. Gallup found that 80% of employees who received meaningful feedback in the past week are fully engaged, and that people are 3.6 times more likely to be motivated to do outstanding work when managers give daily rather than annual feedback. That doesn’t mean formal reviews every day. Quick check-ins and recognition count.
"80% of employees who received meaningful feedback in the past week are fully engaged." (Gallup)
Building a team that gets better together
Continuous improvement means your people spot problems and work together to fix them. That takes curiosity, managers who treat mistakes as learning, and clear communication of your values and goals. When people feel well-trained and capable, they’ll bring improvement ideas to you.
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Getting ready for the conversation
Gather your facts first
Start with what you’ve actually seen. Note specific behaviors and results, with dates and details. Swap vague language for concrete examples. Instead of “you’re not working efficiently,” try “the project missed deadlines on January 15, February 3, and February 20, which delayed client work by two weeks.” Facts beat opinions, and concrete examples are far harder to argue with.
Plan what you’ll cover
Sketch your key points. Be clear about the gap between where they are and where they need to be, and know what support, training, or resources you can offer before you sit down. Pull the employee’s history too, so you can see whether you’re dealing with a new issue or an ongoing pattern.
Pick the right time and place
Choose a private, neutral spot, not in front of coworkers. For remote talks, use video with cameras on. Find a time when you’re both in a good headspace, block enough time for a real conversation, and give them a heads-up about the topic. Surprising people doesn’t help anyone.
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Having the performance conversation
Start with the right mindset
Go in believing your employee can improve, because they probably can. This isn’t punishment. It’s helping someone get back on track. Start by acknowledging what they do well, since people listen better when they don’t feel defensive. Frame it as a development opportunity, not discipline.
Be specific about the gaps
Vague feedback doesn’t help anyone. Point out exactly where performance falls short, with real examples. Instead of “your work quality isn’t good enough,” try “your last quarterly analysis was missing key metrics like ROI, which made it hard to use for decisions.” Then help them see how it affects the team or business.
Make it a real conversation
Don’t just talk at them. One-way feedback feels like an attack and shuts people down. Ask what’s making it hard to meet expectations and how you can help. Listen for real obstacles versus excuses, and ask plainly, “Is there anything stopping you from meeting these expectations?” When people help build the solution, they’re more invested in it.
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Putting together a clear improvement plan
A written plan turns good intentions into action. It gives everyone a roadmap for what needs to change and how you’ll get there together.
What goes into a solid plan
Cover the basics: the specific issue, what success looks like, the action steps, the support you’ll provide, when you’ll check in, how you’ll measure improvement, and what happens next. Start with why the plan matters by explaining how current performance affects the team, and be specific. “Missed three project deadlines in the last 90 days” tells a clearer story than vague observations.
Setting targets and timelines
Use SMART goals and connect each one to a specific example of what needs to change. Keep goals realistic and focused on things the employee can control. Performance improvement plans typically run 30 to 90 days: simple behavior issues might need 30, while skill gaps usually take 60 to 90. Schedule regular check-ins, put the dates right in the plan, and send a quick summary after each one.
Getting it documented
Have HR review your draft before you meet, to make sure it’s fair and the timeline is reasonable. Get the employee’s signature to confirm they understand the plan. It still counts even if they choose not to sign.
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Staying connected through the process
Ongoing coaching and records
Set up weekly or biweekly meetings to talk through progress, offer guidance, and clear roadblocks. Document each one in a simple format: date, what happened, the impact, their response, what you did, and next steps with deadlines. Send a quick follow-up email after every conversation.
Tracking progress and adjusting
Keep an eye on the metrics you agreed on, focus on one or two things per session, and celebrate the wins to build confidence. If someone’s making real effort but hits unexpected challenges, consider adjusting goals or extending deadlines. Being flexible while staying accountable keeps things fair.
When improvement doesn’t happen
At the end of the timeline, review progress against the goals you set. If they’ve met expectations, celebrate it. If performance still falls short despite clear expectations and consistent support, talk with HR about next steps, which might be a revised plan, a better-fitting role, or, as a last resort, termination. Follow all HR procedures carefully.
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Key takeaways
- Spot patterns early: one bad day isn’t the issue; it’s when problems keep happening that you step in.
- Diagnose can’t vs. won’t: some people need training; others lost their drive. The fix is different for each.
- Get your facts straight: gather specific examples so the conversation stays focused on solutions.
- Set goals and check in often: people need clear expectations, and regular feedback keeps them engaged.
- Write it down as you go: documentation protects everyone and shows whether things are improving.
The bottom line
Managing underperformance gets easier when you address issues early and systematically. Recognize the gaps, have a real conversation, and put a structured plan in place. Success comes down to clear communication, consistent documentation, and genuine support. Most performance issues resolve when people get specific feedback, actionable goals, and the resources to succeed. Start with your next conversation. We’ve got your back.
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Frequently Asked Questions
What should a manager do first with an underperforming employee?
Start by describing specific examples of the underperformance and its impact, then explore the causes together, including any ways you or the company might be contributing. That sets up collaborative problem-solving instead of blame.
How can managers hold employees accountable without being harsh?
Focus on clear, direct communication and frequent feedback. Document conversations, set specific weekly goals, and schedule regular one-on-ones. Being transparent about standards while offering support helps people understand what’s expected without feeling attacked.
How long should you give a new employee to adjust?
Adjustment periods vary, but don’t wait too long to raise concerns. Provide hands-on guidance and clear expectations from the start. If issues persist after a few months of feedback and support, it may be time for a formal improvement plan.
What’s the most important thing to document?
Specific incidents with dates and times, a description of the issue and its impact, the employee’s response, and the action steps you agreed on. Use objective, factual language rather than vague statements.
How do you tell if it’s a lack of ability or motivation?
Ability issues show up when someone lacks the skills to do the work. Motivation issues show up when a capable person lacks drive. Start with curiosity and look for patterns: do they struggle with the technical parts, or seem disengaged despite having the skills?
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References
All statistics in this article are drawn from the verified, high-authority sources below.
- Gallup — Fast feedback fuels performance — https://www.gallup.com/workplace/357764/fast-feedback-fuels-performance.aspx
- SHRM — How to conduct a great performance review — https://www.shrm.org/topics-tools/news/employee-relations/how-to-conduct-great-performance-review
- AIHR — Managing underperforming employees — https://www.aihr.com/blog/managing-underperforming-employees/
- US Chamber of Commerce — Performance improvement plan templates — https://www.uschamber.com/co/run/human-resources/performance-improvement-plan-templates
- HR Acuity — Performance improvement plans (30–90 day length) — https://www.hracuity.com/blog/pip/
- Venable — Best practices for documenting performance — https://www.venable.com/insights/publications/2023/05/best-practices-for-handling-and-documenting
