Managing Poor Performance in the workplace

Managing poor performance in the workplace is as much about process and fairness as it is about results. Get it right and you protect the employee and the business; get it wrong and you risk grievances or tribunal claims. Top tips below:

1. Identify the issue early

Don’t let problems drift.

Ask yourself:

What standards are not being met?
How often does this happen?
What evidence do we have?

Stick to facts and examples, not opinions.

2. Check for underlying causes first

Before jumping to formal action, explore why performance is poor.

Common causes include:

Lack of training or unclear expectations
Workload or role changes
Health or disability issues
Stress, mental health, or personal problems
Poor management or insufficient resources

If a health condition or disability may be involved, the Equality Act 2010 applies — reasonable adjustments must be considered.

3. Have an informal conversation

This is the most important step and often the most effective.

Explain the performance concerns clearly
Give examples
Ask for the employee’s perspective
Agree what improvement looks like
Offer support (training, mentoring, adjustments)

Keep notes, but keep it supportive.

4. Set clear expectations and targets

Employees must know exactly what is expected by using SMART objectives. Any vague expectations would equate to an unfair process.

5. Provide support and time to improve

You must give a reasonable opportunity to improve.

Support might include:

Training
Adjusted duties or workload
Closer supervision or coaching
Clear written guidance
Reasonable adjustments (if disabled)

Lack of support is a common reason employers lose cases.

6. Move to a formal performance process if needed

If informal steps fail, follow your capability procedure (not disciplinary unless misconduct is involved).

This usually includes:

Written invitation to a formal meeting
Right to be accompanied
A performance improvement plan (PIP)
Review meetings and feedback
Warnings if no improvement

Follow your policies to the letter.

7. Keep detailed records

Document:

Meetings
Support offered
Targets set
Employee responses
Reviews and outcomes

Good records = strong defence.

8. Be consistent and unbiased

Treat similar cases similarly.

Avoid:

Moving goalposts
Singling someone out unfairly
Allowing personal feelings to creep in

Inconsistency undermines fairness.

9. Consider alternatives if improvement doesn’t happen

If performance still doesn’t improve:

Extend the review period (if reasonable)
Consider redeployment or role changes
As a last resort, dismissal on capability grounds

For employees with over two years’ service, dismissal must be fair, reasonable, and procedurally correct. Please contact us on 0800 9995 121 to discuss performance concerns.

Managing Poor Performance in the workplace

121 HR Solutions Ltd