An employee who fails to meet their goals will not automatically start performing well again. The more time passes, the more the team has to compensate, and the more tensions rise. And the harder it becomes to close the gap. However, managing underperformance at work is not about authority or confrontation. It is a matter of method. In the vast majority of cases, underperformance is linked to an unclear framework: shifting priorities, poorly defined goals, or insufficient resources. More rarely, it reflects a genuine lack of commitment.

What is the manager’s role? To objectively assess the facts, clarify expectations, and develop an improvement plan before considering any disciplinary action. This article provides a three-step approach to supporting an employee facing difficulties in a factual, respectful, and sustainable manner.

What is poor performance at work?

Underperformance at work refers to a noticeable and persistent gap between an employee’s actual results and the expectations set for their position. This gap may relate to the quality of deliverables, meeting deadlines, achieving quantitative goals, or reliability in following through on assignments. It is not a one-time impression. It is a factual, measurable, and recurring observation.

Warning signs to watch out for:

• Deadlines repeatedly missed, with no advance warning
• Targets not met over several consecutive cycles
• Work quality that falls short of the standards expected for the position
• An employee who takes on too much or, conversely, cuts themselves off from communication with the team

Underperformance vs. disengagement: What’s the difference?

These two situations may seem similar at first glance, but they require different responses.

Underperformance is often due to issues with skills, the work environment, or resources. The employee wants to do well, but something is holding them back. The solution involves clarifying expectations, developing skills, and implementing a structured improvement plan.

Disengagement is linked to a problem with motivation or commitment. The employee is capable of doing the work, but no longer does so. The solution begins with identifying the causes: excessive workload, lack of recognition, disagreement with the organization, or personal issues.

Feedback from the field: In our work with managers, what appears to be disengagement often masks underperformance that has gone unaddressed for too long. Taking action early on can make a world of difference.

Step 1: Objectively assess the performance gap and establish a clear framework

Before any formal discussion, the manager should take a step back. Addressing underperformance begins with a factual analysis. This refers to an observable gap between clearly defined expectations and measurable results.

All too often, discussions start with a gut feeling. This does not lead to effective problem-solving or sound managerial decisions.

Clarify the gap between expectations and results

Start by comparing what was expected with what was actually achieved. What were the individual goals that were set? Were the deadlines clearly defined? What metrics can be used to measure the gap?

Base your assessment on concrete facts: incomplete deliverables, unmet goals, poor quality, and repeated delays. Distinguish between performance and behavior. A poor result is a performance issue. Failure to follow rules is a separate matter.

To put things into perspective: a marketing manager was expected to generate 50 qualified leads for the quarter. The metrics show 32 leads. The gap is measurable. We’re talking about a missed target, not just a hunch.

NUMA's recommendation: State the discrepancy in a factual sentence: "The target was X; the result obtained is Y."

Check to make sure the frame was actually clear

Before concluding that an individual is underperforming, ask yourself these questions:

• Were the objectives formally documented or merely discussed verbally?
• Have priorities shifted along the way without any adjustments?
• Were the resources (time, tools, support) commensurate with the level of difficulty?

Underperformance is often a sign of organizational confusion. Addressing underperformance at work also involves examining the role of management in the situation.

To put it in perspective: a project manager is considered behind schedule. In reality, three high-priority projects were assigned to him without any adjustment to his workload.

Prepare for the performance review in advance

A successful performance review can't be winged. Before the meeting:

• List 2 to 3 specific, dated situations
• Identify the specific impact on the team, the project, or the client
• Clarify your goal: to understand, to reframe, or to support?

Actionable steps: Create a worksheet with three columns: Observed fact / Impact / Question to ask. This helps structure your message and prevents you from getting carried away by your emotions.

Once the facts have been objectively assessed and the context clarified, the question is no longer “Is there a problem?” but “How can we discuss this constructively?”

Step 2: Conduct a clear and structured performance review

The performance review is a key moment in supporting an employee who is struggling. It should neither humiliate nor belittle the employee. Its purpose is to reach a shared understanding of the situation and set clear goals. A poorly conducted discussion makes the situation worse. A structured discussion provides a lasting foundation for improvement.

Open with an explicit frame

State the purpose of the meeting right from the start: "I’d like us to discuss the goals we didn’t meet last month and figure out how to move forward."

Describe the discrepancy without passing judgment and reiterate the expectations.

To provide better feedback: Saying "You're not trying hard enough" puts the employee on the defensive . In contrast, saying "The goal was 12 cases; 7 have been finalized. Shall we review this together?" sets a factual tone and opens the discussion.

Obtain a shared diagnosis with the employee

Ask open-ended questions to help the struggling employee gain insight:

• What made these goals difficult to achieve?
• What priorities held you back?
• What resources would you have needed?

The goal is not to assign blame, but to identify the real causes: excessive workload, lack of skills, poor organization, and a lack of regular feedback. A constructive discussion leads to a shared understanding: yes, there is a discrepancy, and these are the factors that explain it.

Rethinking performance management to balance high standards with long-term commitment is essential for maintaining employee motivation while addressing performance issues. The article Performance Management explores how to establish a clear framework and use useful metrics without creating unnecessary stress.

Conclude with a specific course of action

Reword the shared observations. Set clear objectives. Confirm mutual commitment.

NUMA Recommendation: Conclude with a simple sentence: "The goal for the next four weeks is X. We'll check in on..."

A clear conversation isn't enough. For change to take hold, it must be translated into a measurable performance improvement plan.

Step 3: Develop a performance improvement plan

Without formalization, good intentions remain theoretical. An employee may leave a performance review feeling motivated but find themselves at a loss the very next day. A performance improvement plan turns expectations into a concrete roadmap. It also protects the manager: if the employee fails despite the support provided, the plan serves as a documented record of the efforts made.

Develop a concise and measurable action plan

An effective improvement plan is based on three pillars:

• Specific objectives: quantified, time-bound, and measurable
• A short turnaround time: 4 to 6 weeks maximum
• Clear performance metrics: established in advance with the employee

To set clearer goals: instead of saying , "Things need to improve, " say, "100% of deliverables submitted on time for six weeks. Weekly update every Monday."

To structure your improvement plans and continuously track performance metrics, use our resource kit Managing Team Performance, which offers templates and methods to clarify expectations, track progress, and turn every meeting into a concrete opportunity for development.

Conduct regular, documented performance reviews

Without follow-up, a performance improvement plan becomes nothing more than a document tucked away in a drawer. Schedule short check-ins (15 to 20 minutes), make adjustments as needed, and keep a written record of each discussion. This follow-up isn’t micromanagement. It shows that you take progress seriously and that the employee isn’t left to fend for themselves.

Actionable steps: At each checkpoint, ask three questions:

• "What progress have you made since our last conversation?"
• "What's holding you back?"
• "What do you need for next week?"

Knowing when to bring HR on board

If, despite clearly defined expectations, regular feedback, a formal improvement plan, and documented follow-up, the objectives are still not being met, it becomes necessary to involve HR.

Before any disciplinary action is taken, you must be able to demonstrate:

• That the employee was aware of the expectations
• An improvement plan has been implemented
• That monitoring was conducted on a regular basis and properly documented
• That the employee received meaningful support

Checklist: Key Points for Addressing Poor Performance at Work

Quantifying the gap

• I have identified specific, dated facts (not impressions)

• I summed up the discrepancy in one sentence: "The goal was X, the result is Y"

• I made sure that the expectations were clear and the resources were adequate

• I've filled out my worksheet: Observation / Impact / Question to ask

Conducting a performance review

• I explained the purpose of the interview right at the start

• I pointed out the discrepancy using facts, without offering any personal judgment

• I asked open-ended questions to understand the real causes

• I finalized a specific plan with a follow-up date

Implement the improvement plan

• The plan's objectives are specific, time-bound, and measurable

• The deadline is tight (4 to 6 weeks)

• Regular follow-up meetings are scheduled

• Every exchange is documented in writing

If the situation does not improve

• I have documented the steps taken

• I involved HR and provided them with the necessary information

• I can demonstrate that the support provided was genuine and structured

Addressing underperformance at work isn’t just about offering occasional feedback. It’s a structured process: objectively assessing the facts, clarifying expectations, conducting a meaningful performance review, formalizing a measurable improvement plan, and ensuring regular follow-up. Disciplinary action is never the first step. It becomes an option only after the necessary framework, support, and guidance have truly been provided. A credible manager acts early, sets clear goals, and provides ongoing support. This is how you turn a performance gap into a path to improvement.