Navigating underperformance and other challenging conversations with direct reports

Learning how to have challenging conversations and address issues head-on has a tremendous impact on your reports and @company.name. 

What is underperformance?

Underperformance is the failure to perform the duties of your job or to perform it at a level considered acceptable by @company.name. It usually doesn’t happen overnight, and there are three main types of underperformance:  

1. Craft - the person has some critical technical skills gap or knowledge gaps which stops them from delivering at the level required of them.
2. Personal leadership - the person struggles to get things done or work productively in our environment. Examples might include not being adaptable, low resilience, not being proactive, unable to work with ambiguity. 
3. Behaviors / Values - a person doesn’t work well with others, is a poor communicator, is not a team player, etc.

Addressing underperformance

Identify the issue: Which type of underperformance is your employee experiencing? It is important to find and flag performance issues early. 

Provide feedback: Once you identify signs of underperformance, you should provide feedback (either in person or over video) to your employee right away. Your next one-on-one is a good time to have this conversation, or set up a separate meeting. 

When providing feedback about underperformance: 

• Be clear about the observed issue by providing specific examples
• Explain the impact on the team/projects
• Provide guidance on how they can improve 
• Check for understanding / ask questions 
• Offer support and agree on action items
• Summarize your feedback in an email or shared doc, and continue to provide ongoing feedback

If performance has been a challenge for 2 (or more) months, you may want your next conversation to be discussing a formalized Performance Improvement Plan (PIP) (you can find a template here). Fill out the PIP yourself first and discuss it with your manager. If you both agree, then schedule a meeting with your HR Business Partner before meeting with your report about it. 

Other challenging conversations

⚠️ Pyn note: Add a section on how your organization would like managers to deal with difficult situations like grievances, misconduct, interpersonal conflicts, or mental health concerns. 

Along with directing new managers to your Manager Guide or company policies, it is good at this stage to provide a simple recommended escalation for common situations. For example: 

• For interpersonal conflicts: first, encourage people to speak to their colleagues directly. Second, try to meet with them together to work out differences. Third, seek help from your People Business Partner. Fourth, ask them to raise the grievance formally in an email to their People Business Partner. 
• For grievances/misconduct: if a report raises a concern to you that may be a violation of the Code of Ethics or any other policies, escalate this concern to your People Business Partner immediately. 
• For mental health concerns: first, show you are open to talk. If you meet, listen non-judgmentally. Take your time. Second, give immediate support and offer information on any company resources available such as coaching or EAPs. Third, make sure to follow up.