Underperformance
How to manage an underperforming employee
First find out why the work falls short: unclear expectations, missing skills, too much on their plate, or something going on outside work each need a different fix. Then agree one or two written, measurable expectations with a date, check progress every week or two, and write down what happens. Most underperformance is fixed in that loop; the record is there for the times it is not.
How managers put it
- “He's been here a year and still makes the same mistakes.”
- “How do I tell someone their work isn't good enough without crushing them?”
- “She's trying, I think, but the work just isn't getting done.”
What to do
1.Name the gap with examples
"Three of the last five invoices went out with the wrong rate" is a gap. "Not detail-oriented" is an opinion. Pick the one or two gaps that matter most to the business right now and leave the rest for later.
2.Find the cause before you pick a fix
Did they know what was expected? Do they have the skill, the tools and the time? Has something changed at work or at home? A person nobody showed how to do the task needs training, not a warning.
3.Write the expectation down, with a date
"Every invoice checked against the rate sheet before it goes out, starting Monday" is clear enough that you would both agree on whether it happened. Agree it together and put it in writing the same day.
4.Shorten the feedback loop
Meet weekly or every two weeks for a few minutes about this one thing. Small corrections every week work better than one big conversation in three months.
5.Record the good weeks as well as the bad
When they hit the expectation, write that down too. A record that only holds failures is not fair, and it does not show the full picture if anyone else reads it later.
6.Say what happens next
If there is no improvement after a fair period, tell them plainly what the next step is. Surprises at the end are what make a process feel rigged.
This is management practice, not legal advice. For a termination, talk to an employment lawyer in your state first.
Where LVL Up helps
A goal with an owner, a due date and a status
Turn the expectation into a goal on their record with an owner, a due date, progress and an on-track, at-risk or done status. Both of you look at the same thing.
Recurring 1:1s that remember
Set a recurring 1:1. Notes are saved by date, and unfinished action items carry to the next meeting.
A review linked to the goals
When review time comes, the review is linked to the goals you agreed, so it is about the work you both signed up for, not how last week felt.
A drafting assistant that starts from what you recorded
The AI assistant can draft review text or an opener for a hard conversation from the notes and goals already in the system. You edit it. Each plan includes a monthly allowance of requests.
What it does not do
LVL Up does not tell you why someone is underperforming or whether they will improve. It does not write an improvement plan for you (it records the one you write), does not write warning letters or termination documents, and does not provide legal review. It keeps the goals, 1:1 notes and reviews a fair process depends on.
Common questions
How long should I give an underperforming employee to improve?
Long enough for the change to realistically show, which for most roles is a few weeks to a few months. Say the period at the start and check in during it, not only at the end.
Should I put them on a performance improvement plan?
A formal plan makes sense when informal coaching has not worked and the gap is clear and measurable. If you have not yet had a direct conversation and set a written expectation, start there.
What do I say in the first conversation?
Start with the specific gap and why it matters, then ask what is getting in the way. "Three invoices went out with the wrong rate this month and two customers called about it. What's making that hard?"
How do I tell a skill problem from a motivation problem?
Ask yourself whether they could do it well if they really had to. If yes, look at motivation and priorities; if no, look at training, tools or fit for the role.
When should I talk to a lawyer?
Before any step towards dismissal, and earlier if the person has raised a complaint, is on leave or has told you about a health condition. The rules differ by state.
Related:
Keep the record in one place
1:1 notes, goals, reviews, feedback and recognition for your team, without an HR department. From $29 a month for up to 25 people.
The trial is 14 days with no credit card, then read-only until you choose a plan. See pricing.