In an ideal world, underperformance is managed in a timely way and not left unaddressed.

It can be difficult to deal with performance problems which may have been long-standing or ignored in the hope that they would be resolved without the need for intervention.

However, there may be occasions when the underperformance is unidentified, masked by other colleagues taking on additional work, or ignored because the incumbent manager lack the skills or confidence to tackle what may be a difficult issue.

In the event you have to manage an employee with a history of longstanding underperformance, you will need to be prepared for a range of possible reactions. The individual may be shocked or take the suggestion that their performance is not acceptable very personally. This can be daunting, but failure to take action could result in more complex and time-consuming problems in the future.

Timing:

Find a private and confidential space in which to hold conversations about performance. It is best not to delay holding performance conversations, in order to address any issues at the earliest opportunity and be able to provide recent examples. The annual PDR should not be used in isolation as a way of handling under-performance (although if the issues are already being explored with the individual, they should be referenced in the PDR meeting). The annual PDR enables an open and honest discussion about progress and performance in a supportive and developmental context.

Routes and interventions:

There are a range of different approaches available to enhance and support the contribution of individuals. Advice should be sought from Departmental HR Adviser when considering which route to take.

How to handle underperformance:

• Acknowledge that the performance issue may not have been discussed with them before, and that your view may come as a surprise or something that they do not recognise
• Make it clear that your comments are not personal but an objective view of their work in the University
• Handle with sensitivity, giving regard for health and wellbeing issues and any need for appropriate adjustments to the role and responsibilities, particularly for staff with a disability
• Share unbiased examples, with the individual, of the underperformance and the impact this has on the department
• Make the individual aware that just because you or others may not have raised or tackled the performance issue(s) in the past does not mean that there were not issues
• Avoid getting into the reasons why performance may have not been managed in the past
• Stress that all employees should be given the opportunity to improve and develop and that provision of honest, constructive feedback is the first step towards this
• Reassure the individual that your feedback is intended to help them improve their performance and discuss with them options for further training and support

Potential employee reaction:

• They may refuse to accept the feedback because it is the first and only time they have heard it
• They may be shocked or hurt and feel that the feedback is personal because nobody has mentioned the performance issues before - this can manifest as resentment towards the manager delivering the message
• They may feel a sense of relief that someone is finally trying to help them with something they may have struggled with for some time
• A mixture of the above

It is important that the line manager is sensitive to these potential reactions when approaching this situation and prepares for the conversation in advance of the planned meeting.