Even if you have a great team with highly skilled employees, as a manager you will eventually be forced to have difficult conversations with employees who are performing poorly.
The good news is that it’s possible to set performance expectations and address an employee’s behavior in a way that both you and the employee will benefit from.
In this article we will show you how to tell an employee they need to improve; we will provide an overview of the importance of having this difficult conversation, how to tactfully address poor performance, and how to use an employee performance improvement plan (PIP) to fix poor performance in your organization.
Telling an employee they need to improve their work is never easy. It can feel uncomfortable delivering what may be perceived as negative feedback. However, transparent conversations focused on development are key to helping team members unlock their potential. Follow these tips for an effective discussion:
Set the Right Tone
When scheduling the meeting, convey the seriousness and importance of the conversation but avoid terms like “formal warning” Frame it as a chance to collaboratively create a plan to help them succeed in their role
Start the discussion on a reassuring note by expressing your continued confidence in their capabilities and desire to see them excel
Review Concrete Examples
Provide specific evidence of where the employee is falling short rather than general criticisms. Detail particular incidents of errors, missed deadlines, poor communication, etc.
Stick to observable facts and data vs subjective assessments. Outline the business impact of the deficiencies.
Listen to Their Perspective
After presenting your concerns, give the employee a chance to respond. There may be mitigating circumstances or challenges you are unaware of.
Listen empathetically and seek to understand their explanation without judgment before reacting.
Outline Clear Expectations
Once you have a mutual understanding of the issues, clearly lay out the performance standards and metrics you need to see from them moving forward.
For example, highlight the quality and turnaround times expected for their deliverables. Remove any ambiguity about required improvement.
Create an Action Plan
Collaboratively develop a written plan with concrete steps they will take over the next weeks/months to get back on track.
Perhaps they will shadow top performers, attend trainings, submit work more frequently for feedback, etc. Agree on milestones and check-ins.
Offer Resources and Support
As their manager, commit to helping them succeed by providing resources like mentoring or extra training.
Ask what types of support would be beneficial and accommodating. Express ongoing willingness to provide guidance.
Track Progress
At follow-up meetings, evaluate together if the gaps are being addressed based on the metrics outlined. Recognize progress made while highlighting areas still needing work.
Be prepared to iterate on the plan if sufficient improvement is not happening. Offer encouragement along the way.
Involve HR if Needed
If you have exhausted all options without success, loop in HR for guidance on next steps like a formal warning or performance improvement plan. But avoid framing the discussion as leading there initially.
Clear and caring conversations demonstrate your commitment to setting your people up for success. With patience and support, giving constructive feedback helps them thrive in their role.
How to Have an Effective Performance Evaluation Discussion with an Underperforming Employee
Performance reviews present an opportunity to provide structured feedback to struggling employees on areas needing improvement. Follow these tips to ensure an effective formal evaluation discussion:
Set Expectations in Advance
Let the employee know the general themes you will cover so they can be adequately prepared. Share any documents or assessments you will review together.
Open on a Positive Note
Start by recognizing their strengths and contributions before moving into developmental areas. This establishes a collaborative tone.
Stick to Objective Assessments
Reference their actual performance against measurable goals versus subjective criticism. Provide evidence of where expectations were unmet.
Allot Sufficient Time
Rushing through an evaluation undermines its significance. Allow enough time for thoughtful discussion of all agenda items.
Actively Listen
Ask probing questions and seek to understand underlying causes for shortfalls. Listen without interruption.
Look Forward, Not Backward
Once issues have been identified, focus the dialogue on creating an action plan to drive improvement rather than belaboring past mistakes.
Close With Next Steps
Conclude by summarizing key takeaways, actions to be taken, and agreeing on timeframes for progress checkpoints. Document next steps.
Jointly Sign the Evaluation
Both signing demonstrates alignment on priorities and accountability for improvement. Offer a copy for their records.
Formal evaluations, if conducted thoughtfully, demonstrate sincere commitment to the employee’s growth. The process should leave them feeling supported in strengthening areas needing work.
How Managers Can Have Difficult Conversations While Still Being Compassionate
Managers often avoid performance discussions with struggling employees because they dread delivering negative feedback face-to-face. However, showing compassion while still addressing issues head-on is possible with the right approach:
1. Have Empathy
Remember they likely feel anxious and self-conscious about their performance gaps. Reassure them of their inherent value.
2. Listen
Create space for them to share their perspective without interruption. Seek first to understand their mindset and challenges.
3. Find Common Ground
Highlight aligned goals like wanting them to thrive in their role. Point out strengths demonstrating you believe in their potential.
4. Use “I” Statements
Speak from your own point of view e.g. “I’ve noticed you seem very stressed lately.” Avoid accusatory “you” statements.
5. Focus on Behaviors
Criticize the work, not the person. For example, say “The report contained many errors” rather than “you are careless”.
6. Express Care For Their Wellbeing
Convey concern for their overall health and ability to manage workload. Offer to collaborate on solutions.
7. Help Save Face
Provide context on external factors that may have influenced the performance issue. This helps diminish embarrassment.
8. Offer Support
Provide resources, mentoring and encouragement. Commit to helping them get back on track.
With empathy, compassion and solutions-focus, managers can deliver constructive feedback while demonstrating genuine care for the person. This empowers improvement.
How to Counsel an Employee with a Negative Attitude Without Demoralizing Them Further
Employees with bad attitudes can sap team morale and performance. But manager criticism can further demoralize already discouraged staff. Use the following supportive tactics:
1. Have an open talk
Privately share observed behaviors and seek to understand causes from their perspective. Listen empathetically.
**2. Find common ground **
Note aligned interests like wanting the team and business to be successful. Build goodwill.
3. Focus on actions, not character
Criticize problematic behaviors, not intrinsic character.
4. Outline consequences
Explain how the negativity impacts others and results without vilifying the person.
5. Explore solutions together
Solicit their input on concrete steps to remedy issues identified. Collaborate on an action plan with regular check-ins.
6. Provide support
Offer training, mentoring and resources to help build skills where needed.
7. Acknowledge external factors
Consider if disappointing business results or other issues outside their control contributed, sapping their positivity. Have compassion.
8. Use encouragement
Affirm your confidence that together you can turn things around. Celebrate small wins.
With understanding, guidance and resource investment, managers can often re-energize discouraged employees into reclaiming their sense of purpose and engagement.
Ways for Leaders to Have a Direct Conversation with a Defensive Employee About Performance Issues
Even well-meaning feedback can trigger defensiveness in struggling employees. Leaders can lower resistance using the following communication approaches:
Set a reassuring tone – Note your confidence in their ability and shared goal of wanting them to excel. Establish you are there to help.
Ask their perspective first – This shows concern for their viewpoint and reduces instinct to be reactionary. Actively listen.
Reference observable data – Cite specific examples vs generalities. Stick to facts without judgmental labels.
Use “I” statements – Speak about the business impact on you and the team vs accusations about “you”.
Ask for solutions – Invite their ideas on improving performance issues identified rather than dictating fixes.
Have empathy – Recognize they are likely already self-conscious about deficiencies. Don’t lecture.
Highlight strengths – Balance developmental areas with recognitions of what they bring to the role.
Outline support – Have an action plan ready with resources, training, mentoring etc to help them improve.
Establish shared goals – Note how you both want their success and the company’s performance to improve.
With a collaborative tone focused on enablement versus blame, leaders can earn trust, gradually break down walls, and guide struggling employees toward growth.
How to Provide Constructive Feedback About Unprofessional Behavior Without Offending an Employee
Correcting unprofessional conduct is tricky without offending or humiliating an employee. Use the following supportive tact:
Document specifics – Track clear examples of concerning behaviors, comments, emails etc. to avoid generalities.
Use a curious tone – Ask to understand their thinking and intent before asserting your own view.
Reference policy – Relate issues back to documented company codes of conduct vs your personal opinion.
Be timely – Provide feedback close to issues as
Get Your FREE Employee Performance Improvement Plan (PIP) Template
- Set expectations for underperforming employees
- Establish a timeline for improving on actionable goals
- Keep track of check-ins and milestones throughout the PIP
Get started today—Download the FREE template to start correcting employee productivity and conduct issues.
Before implementing a formal performance improvement plan it’s important to understand that many organizations misuse PIPs to build a case for a termination. Due to this practice employees that are presented with a PIP may misunderstand their employer’s intentions and assume that they need to find a new job rather than work hard to meet the expectations for their current role.
For this reason, as a best practice you should reserve the use of a PIP as a last resort for team members that are not responding well to other means of performance management such as informal check-ins and verbal/written warnings.
You must clearly communicate the true intention of the PIP: To provide clear guidance and support because you want to retain the otherwise capable employee.
Throughout the PIP you can use workforce analytics tools to analyze trends in performance metrics such as fluctuations in work hours, time spent on distractions, and the amount of time spent using critical software.
Clearly Outline the Expected Behavior
During the conversation it’s critical that you not only provide examples of serious performance issues; you also need to bring possible solutions and set expectations for behaviors and skills.
After all, if even you can’t explain the desired outcome how is your team going to understand it? Without clear standards the time spent talking is only going to create further confusion.
Here are some tips for outlining expectations:
- Be respectful and don’t engage in small talk to postpone the issue.
- Avoid absolutes and provide a tangible example of both poor performance and optimal performance.
- Let the employee know what will happen if the situation is not resolved.
That said, the conversation should be partly collaborative as well. When you outline the expectations you can work with the employee to come up with solutions that tangibly address the issue at hand.
How to Manage Underperforming Employees?
How do you tell an employee they need to improve?
Here are six steps you can use to tell an employee they need to improve: 1. Schedule a meeting When you decide you need to speak to an employee about their performance, you can schedule an informal, one-on-one meeting.
How do you tell employees they need to improve their attitude?
One way to do this is to avoid being critical or negative when telling employees they need to improve their attitude. Instead, focus on the positive aspects of their work and what they can do to improve. For example, you might say, “I’ve noticed that you’ve been coming in late lately.
Should you talk to an employee about their performance?
When you decide you need to speak to an employee about their performance, you can schedule an informal, one-on-one meeting. Speaking with the employee privately outside of a performance evaluation can help them feel less anxious, which may make them more receptive to listening to your constructive feedback.
How do you tell an employee they need to be more positive?
Here are a few tips for how to tell an employee they need to be more positive: Avoid using “you” statements. For example, don’t say, “you’re being too negative.” Instead, try something like, “I noticed you seemed pretty upset after the meeting today.” Be specific about what you’ve observed.
