How to deal with an underperforming team member

Underperformance becomes harder to manage when it is vague. Start by defining the gap between what is expected and what is actually happening, then work out what is preventing the standard being met.

Define the performance gap

Be precise about the required result and the evidence that it is not being met. Separate a genuine performance problem from a difference in personal style. Focus on work, behaviour and outcomes that are relevant to the role.

Check whether expectations were clear

Before assuming unwillingness, ask whether the person knew the standard, deadline and priority. If the expectation was never made clear, correct that first. Managers cannot fairly hold people to invisible standards.

Understand the cause

Explore whether the issue is knowledge, skill, resources, workload, confidence, competing priorities or behaviour. Different causes need different responses. More training will not solve a motivation problem; stronger pressure will not fix a broken process.

Agree a specific improvement plan

Set a small number of observable actions and outcomes, with dates. Avoid “improve your attitude” or “work harder”. State what needs to change in practical terms and how progress will be measured.

Provide appropriate support

Support might mean coaching, clearer priorities, practice, access to information, removing an obstacle or more frequent check-ins. Support does not mean taking the work back and doing it yourself.

Follow up when you said you would

Review progress against the agreed actions. Recognise improvement and address continued gaps. Repeatedly postponing follow-up teaches the team that deadlines and standards are optional.

Know when the issue needs formal handling

If performance does not improve, or the issue is serious, use your organisation’s established performance process and seek appropriate HR or senior-management guidance. Keep routine management conversations factual and documented.

Manager checklist