Checking under-Performance Plan- A guide for Managers

What to check
Probable reason
Action required

Past performance and/or performance on other tasks acceptable
They do not know what you want them to achieve.
Take them through the expectations & agree objectives.

Deterioration coincides with new task


Frequency with which staff member checks with manager is relatively high


No record of performance clarification

Lack of ability
They know what you want them to achieve but lack the competence to achieve it.
This is a learning problem so train and/or coach them.
Keep a record of documentation.

Consider: reallocating the task; re-deploying the person or commencing the capability process.

Performance on other tasks acceptable


Task is new to employee 
No record of training/coaching on this task

Lack of aptitude


Performance on different tasks acceptable


Task is new to staff member


Performance below required standard despite training/coaching

Performance on other tasks acceptable
No record of performance clarification
Behavioral evidence of lack of understanding

Check to see if they can perform acceptably under close supervision. If they can, but subsequently revert to the lower standard then the cause is attitudinal.

They know what you want them to achieve, have the competence and control to achieve it but do not want to achieve it. This could be because:

They do not understand why it is important.

Hold no value to their job & their fellow colleagues.

They do not agree with what they are doing

Explain the significance of their role & the importance of Right First Time. Hold regular reviews against objectives. Ask for their feedback- how could things be done better.

Finally consider commencing disciplinary procedures.

Preparing for the Meeting
Collect the facts and feedback on your staff member’s performance.
Ensure the evidence provided or declining or unsatisfactory performance is adequate.
Identify the aspects of the staff member’s performance which are not meeting the required standards.
Consider potential support to discuss with the member of staff i.e coaching, buddying or further training.
Ensure the discussion is arranged for an appropriate time and place to maintain confidentiality.
During the Meeting
Make the staff member aware of the performance standards or objectives that are sought but not being achieved.
Ensure the staff member