An employee whose performance is slipping isn't necessarily disengaged. He or she may lack the guidance, skills, or resources needed to succeed in the role.

However, two mistakes are commonly made. Some managers react too quickly based on a gut feeling. Others let the situation fester because they haven’t established clear boundaries. In both cases, the team ends up having to compensate, tensions rise, and the gap becomes harder to bridge.

Dealing with poor performance at work therefore requires understanding the situation before making a decision. The manager must first objectively assess the facts, identify the root cause, develop a plan for improvement, and monitor progress. The decision comes later, once the conditions for improvement have been met.

What is underperformance at work?

Underperformance at work refers to an observable and persistent gap between an employee’s results and the expectations defined for their position.

This discrepancy may relate to:

• goals that are consistently not met;
• deliverables submitted late;
• inadequate work quality;
• a lack of reliability in mission tracking;
• difficulty fulfilling the responsibilities of the position.

Underperformance should not be based on impressions such as “he lacks commitment” or “she doesn’t have the right attitude.” It must be based on facts, results, and explicit expectations. It is also important to distinguish between performance and behavior. An employee may fail to meet their goals because they lack the necessary skills, resources, or guidance. Resistance to feedback, a refusal to cooperate, or repeated failures are separate issues. The same decline in results can therefore stem from very different causes. Without a proper assessment, the manager risks proposing the wrong solution.

1. Objectively assess the facts and verify the context

Addressing underperformance begins with a comparison between what was expected and what was actually achieved. Managers must resist the temptation to jump to conclusions.

Start by gathering the concrete details:

• the established objectives;
• the results obtained;
• planned and actual deadlines;
• the quality of the deliverables;
• the feedback that has already been submitted;
• changes in the context.

Failing to meet a goal is not always enough to draw a conclusion. The standards may have changed. There may have been more priorities. The available resources may have been insufficient.

Before discussing individual underperformance, check the following points:

• Were the objectives specific and measurable?
• Have the priorities remained the same?
• Were the criteria for success known from the start?
• Has the employee received regular feedback?
• Were the resources consistent with the level of difficulty?

An employee may be deemed underperforming even though their objectives have changed several times without being formally documented. In this case, the problem does not necessarily stem from their skills. It may stem from overly vague managerial guidance.

One example is enough to illustrate this point. A project manager is deemed to be behind schedule even though three additional priorities were assigned to him without any adjustment to his workload. The situation must first be analyzed before concluding that there has been a professional shortcoming.

2. Prepare for and conduct the performance review

A performance review helps turn an observation into a conversation. It should neither humiliate the employee nor downplay the problem. Its goal is to reach a shared understanding of the situation and establish an initial course of action.

Preparing for the Exchange

Before the meeting, prepare two or three specific, dated scenarios. Identify their impact on the team, the project, or the client, and then clarify your objective. Are you looking to understand, reframe, or develop a plan for improvement?

A simple checklist can help you structure the interview:

• observed fact;
• tangible impact;
• question to ask.

This method avoids starting with a general judgment and allows us to stay focused on debatable situations.

Start the conversation clearly

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

Next, describe the discrepancy without passing judgment. Saying , “The goal was twelve cases, and seven were completed,” opens the door to discussion. Saying , “You’re not trying hard enough,” immediately puts the employee on the defensive.

The questions should help identify what's holding things up:

• What made these goals difficult to achieve?
• What priorities held you back?
• What resources would you have needed?
• What could help you make progress right now?

The goal is not to assign blame. It is to identify the real causes: excessive workload, lack of skills, poor organization, conflicting priorities, or a lack of feedback.

This approach is consistent with the principle of performance management, which involves clarifying expectations and supporting progress without reducing management to the mere monitoring of results.

Conclude with a specific course of action

A productive conversation ends with a concrete decision. Summarize the shared observations, clarify the top priority, and set a date for the next update. You can conclude by saying: “The goal for the coming weeks is to deliver the deliverables on schedule. We’ll check in on Friday to review the initial results and address any potential roadblocks.”

A clear discussion is not enough. For the change to take hold, it must lead to a plan for progress.

3. Develop a concrete plan for progress

A performance improvement plan is not intended to formalize a disciplinary action. It provides the employee with a clear path to returning to the expected level of performance.

It must specify:

• the expected result;
• the criteria for success;
• actions to be taken;
• the support available;
• follow-up dates;
• the evaluation period.

Goals must remain measurable and appropriate to the situation. A short time frame allows for observing progress, provided that expectations are realistic and the necessary resources are available.

Support can take many forms:

• targeted training;
• a partnership with an experienced colleague;
• a clarification of priorities;
• additional preparation time;
• more regular feedback;
• a temporary adjustment of responsibilities.

A development plan must remain tied to day-to-day work. It cannot be limited to a single phrase such as “do better.” Employees need to know what is expected of them, how their performance will be evaluated, and who to turn to if they encounter difficulties. To structure this follow-up process, see Managing Team Performance.

4. Organize follow-up and evaluate progress

Without follow-up, a development plan quickly becomes a forgotten document. Managers must schedule periodic check-ins to review results, adjust support, and maintain open communication.

Each point can be based on three questions:

• What progress have you been able to make since our last conversation?
• What's still holding you back?
• What do you need for the next step?

Follow-up is not micromanagement. It shows that progress is taken seriously and that the employee is not left to face challenges alone.

The assessment must then be based on evidence. Three questions help structure the decision:

1. Have the goals set out in the plan been achieved?
2. Does this growth continue over time?
3. Has the feedback been incorporated into current practices?

A one-time improvement isn't always enough. Managers must assess the consistency of results and the ability to replicate best practices.

5. Involve HR and decide on the next steps

Support cannot continue indefinitely without leading to a decision. Persistent underperformance weakens the team, increases the workload of other employees, and can create a sense of injustice.

A reassignment may be considered when an employee has useful skills but the position does not match his or her profile.

A formal decision may be considered when:

• the expectations were clearly defined;
• the difficulties were addressed directly;
• A progress plan was proposed;
• real support has been put in place;
• the results were monitored;
• No lasting improvement has been observed.

HR must be involved early enough, especially when a formal decision is possible. Their role is to ensure the process is handled properly, verify that it aligns with company policies, and support the manager through sensitive stages. To prepare for these discussions, see Preparing for and Conducting Performance Reviews.

Checklist for Handling a Situation of Underperformance

Before making a decision, make sure that:

• the performance gap is documented;
• the expectations were clearly stated;
• A distinction was made between objectives and behaviors;
• Possible causes were examined;
• A meeting was held to discuss the situation;
• A progress plan has been formalized;
• the follow-up checks were completed;
• HR was involved early enough;
• The decision is based on observable results.

Key Takeaways

Addressing underperformance at work does not mean immediately imposing a disciplinary action. First, you must understand the gap, review the performance framework, have a clear conversation, and develop a tailored improvement plan. As performance improves, the support provided can be adjusted. If the gap persists despite clear expectations, genuine support, and regular follow-up, the manager must then decide on the next steps in consultation with HR. A credible manager acts early, sets a clear framework, and bases decisions on facts.