How to Agree a Course of Action When an Employee Is Underperforming
You have explained the performance concern. The employee has given their view. But the conversation is not finished until both of you understand what happens next. An agreement should turn a vague intention to “do better” into a small number of clear actions that can be reviewed fairly.
Start with the point you can both recognise
Describe the specific result that needs attention: for example, three reports were submitted after the agreed deadline. Ask the employee how they see the situation. You do not have to agree about the cause before you can establish the facts. Avoid labels such as “uncommitted” or “careless”; they invite an argument about character instead of the work.
Separate the required outcome from the proposed method
The required standard may not be negotiable, but the way to reach it often is. A report must be accurate and submitted by Friday; the employee might reasonably suggest a different sequence of checks or a clearer handover on Thursday. Make room for their ideas while keeping the outcome explicit.
Agree actions that someone could actually observe
“Communicate better” is difficult to review. “Send a progress update by 3 pm on Wednesday and flag any missing information the same day” is clearer. For each action, identify who will do it, by when, and what successful completion looks like. Keep the list short enough to be manageable.
Ask what could prevent the agreement working
An action plan is not credible if it ignores the obstacles raised in the conversation. Ask what information, authority, time or support is needed. Where the manager has an action—such as clarifying priorities or arranging access to a system—record it alongside the employee's commitments.
What if the employee does not agree?
Do not pretend that consensus has been reached. Check whether the disagreement concerns the facts, the expected standard or the proposed method. Listen, correct any factual error and explain which requirements still apply. Record the different views accurately. If the disagreement cannot be resolved, follow the organisation's established procedures and seek appropriate management or HR guidance rather than inventing an informal disciplinary process.
Close by checking understanding
Summarise the outcome in plain language: what will change, what support will be provided and when you will review it. Ask the employee to explain the agreed next steps in their own words. A brief factual written summary can prevent a later disagreement about what was said.
A useful test
Imagine another manager reading the agreement next week. Would they understand the expected result, the actions, the owners and the review date? If not, it probably needs to be clearer.