How to Deal With an Underperforming Employee (+ Scripts)
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Todd Winfield writes the HR-Approved workplace humor series.
It's the third missed deadline this month. You've rehearsed the conversation in the shower, in the car and at 2 AM. Then they walk past your desk, say 'sorry, this week's been crazy,' and you hear yourself reply, 'No worries!'
There were worries.
To deal with an underperforming employee, find out why it's happening first. Then have a private, specific conversation about the gap between what's expected and what's happening, agree on a written plan with a deadline, and follow up every week. Most performance problems can be fixed if you deal with them early. The ones that can't usually got that way because someone waited. Below is the full process, plus word-for-word scripts for every conversation, including the awkward ones.
Quick answer: 6 steps to deal with an underperforming employee
- Check your expectations. Make sure they were clear, specific and written down before you call it a performance problem.
- Find the cause. Is it a skill gap, unclear goals, too much work, low motivation or something personal? Each one needs a different fix.
- Talk early and in private. Use specific examples, not general impressions like "you seem off lately."
- Agree on a plan in writing. Set two or three measurable goals, the support you'll give, and a review date.
- Follow up every week. Short check-ins catch slipping early and show you're serious.
- Escalate only if it isn't working. Move to a formal performance improvement plan with HR, and as a last resort, a respectful exit.
If you'd like these conversations scripted for you, HR Approved Ways to Lead Without Losing Your Mind is 114 pages of exactly that, written for managers who were promoted and handed nothing.
What are the signs of an underperforming employee?
Underperformance rarely starts with a disaster. It usually shows up as a pattern of small things:
- Missed deadlines, or work that arrives "almost done"
- More rework, with you or teammates regularly fixing their output
- The same mistakes repeating after feedback
- Vague status updates ("still working on it") with no detail
- Avoiding one-on-ones, or going quiet in meetings
- Teammates quietly routing work around them
- A drop in quality or pace compared with their own past work
One bad week isn't a pattern. Three or four of these over a month or more is worth a conversation.
What's the impact of underperforming employees on a team?
It's rarely just one person's problem.
- Others pick up the slack. Your strongest people usually absorb the extra work, and they're the ones you can least afford to burn out.
- Top performers get frustrated. When underperformance goes unaddressed, it tells them effort doesn't matter. Some of them leave.
- Standards slip. If one person's late work is fine, everyone's deadline becomes negotiable.
- Trust in the manager drops. The team usually notices long before the manager acts, and they notice how long it took.
- Customers feel it. Missed deadlines and errors reach clients eventually.
That's the real cost of waiting: the problem spreads from one person to the whole team.
Is it really underperformance? Check this first
Before you talk to anyone, check whether the problem is the person or the setup. Often, it's the setup.
Gallup found that clarity about what's expected at work has dropped nine points among U.S. employees since 2020, more than any other part of its engagement survey. When Gallup asked employees what would help them understand what's expected, the top answer, at 35%, was simply better communication.
Ask yourself honestly:
- Have I told them, specifically, what "good" looks like in this role?
- Is it written down anywhere they can see it?
- Do they have the tools, training and access they need?
- Did their workload or priorities change recently?
- Have I actually given them feedback before, or am I about to surprise them?
If you checked 'no' on any of these, start there.
What's causing the poor performance?
Most underperformance falls into one of six buckets. The fix depends completely on which one it is, so diagnose before you act.
| Cause | Signs | What helps |
|---|---|---|
| Unclear expectations | They're working hard on the wrong things | Write down what success looks like and review it together |
| Skill gap | They try, but the quality isn't there | Training, pairing with a strong teammate, smaller steps |
| Too much work | Everything is late, not just one thing | Reprioritize, remove tasks, check how work is split |
| Low motivation or poor fit | They can do it, but don't seem to care | Ask what's changed. Look at the role, growth, recognition |
| Personal or health issues | A sudden drop in someone who used to do well | Show care, involve HR, point to support like an EAP |
| Won't, not can't | They know what's needed, can do it, and still don't | A direct conversation, clear consequences, a formal plan |
The best clue is history. A sudden drop in a strong performer means something changed, so ask. Someone who has never met the bar more likely has a skill gap or is in the wrong role.
How do you talk to an employee who isn't meeting expectations?
Whether you call it underperforming or not meeting expectations, have the first conversation in private, soon after you notice the pattern, and with specific examples. Here's the structure:
- Prepare two or three concrete examples. Dates, deliverables, impact. "You've been off lately" isn't an example.
- Open with a question. Let them tell you how they think it's going. Often they already know.
- Describe the gap. What was expected, what happened, and what effect it had. The Center for Creative Leadership's Situation–Behavior–Impact model works well here.
- Listen, and find the cause. Ask what's getting in the way. Don't fill the silence.
- Agree on next steps together. Specific goals, the support you'll provide, and when you'll check in.
- Send a short recap email the same day.
Script: the first conversation
"Thanks for making time. I want to talk about how the last few weeks have gone, because I want to help you get back on track. How do you feel things have been going?"
[Listen.]
"Here's what I've noticed. The client report was due on the 4th and came in on the 9th, and the forecast was two days late last week. When reports are late, the sales team can't prepare for their calls, and that's caused some problems with the client. What's been getting in the way?"
[Listen. Ask follow-up questions. Don't argue with their explanation yet.]
"That's helpful to know. The expectation for this role is that reports go out by the deadline. Let's agree on a plan. For the next four weeks, send me a draft two days early so we can catch problems together, and we'll do a 15-minute check-in every Friday. What else would help you?"
[Agree on support.]
"I'm confident you can turn this around. I'll send a quick summary of what we agreed so we're on the same page."
What should you say? Scripts for every situation
Conversations rarely go to plan. Here's what to say when they don't.
When they get defensive
"I can tell this is frustrating to hear, and I'm not trying to blame you. I'm raising it because I want you to succeed here. Can we focus on what would help the next report land on time?"
Acknowledge the feeling, then steer back to the facts and the plan.
When they say they're overwhelmed
"Thanks for telling me. That matters. Let's look at everything on your plate right now and decide together what comes first and what can wait or move to someone else."
Then actually take something off their list. If overload is the cause, more feedback won't fix it.
When it's a personal or health issue
"It sounds like a lot is going on outside work, and I'm sorry. You don't have to share details with me. I'd like to connect you with HR so we can look at what support is available. In the meantime, let's adjust your priorities for the next couple of weeks."
Don't try to diagnose anything, and don't push for details. Bring in HR early. Your company may have an Employee Assistance Program (EAP) or formal accommodation processes, and those may come with legal obligations.
The follow-up: when it's improving
"I want to point out that the last three reports were on time, and the forecast was excellent. That's exactly what we talked about. What's been working, and what can we keep doing?"
Recognizing improvement is just as important as raising the problem. Gallup found in a 2017 study that only 14% of employees strongly agree their performance reviews inspire them to improve. Specific, timely praise for progress is one of the few things that reliably does.
The follow-up: when it isn't improving
"We agreed four weeks ago that reports would go out by the deadline, and two of the last four were late again. I want to be straightforward with you: this needs to change, and the next step would be a formal performance plan with HR. Before we get there, is there anything I'm missing about what's getting in the way?"
Be clear about the consequence. Being kind isn't the same as being vague.
During a probation period
"We're six weeks into your probation, and I want to give you an honest update so there are no surprises. You're doing well with clients, but your data accuracy isn't where the role needs it to be yet. Here's what good looks like, and here's the support we'll give you over the next four weeks."
Probation is exactly when early, honest feedback matters most. Don't save it for the final review.
The recap email template
Email template
Subject: Summary of today's conversation
Hi [Name],
Thanks for the conversation today. To recap what we agreed:
- Goal: Reports submitted by the deadline, with a draft to me two days early.
- Support: I'll review drafts within 24 hours, and we'll pair on the data checks.
- Check-ins: 15 minutes every Friday for the next four weeks.
- Review date: [Date].
Let me know if I've missed anything. I'm glad we talked.
That short email makes the plan clear and creates a record. Our corporate survival tips explain why written recaps matter so much.
What you want to say vs. what to say instead
Every manager has a version of the conversation they'd like to have. Here's the version that works.
| What you want to say | What to say instead |
|---|---|
| "This is the third time." | "This is the third missed deadline this month, so I want to understand what's getting in the way." |
| "Did you even read the brief?" | "Let's walk through the brief together and check we're reading it the same way." |
| "Everyone else manages fine." | "Here's what the role needs. Let's figure out what's making it hard for you." |
| "I'm really disappointed in you." | "This isn't where it needs to be yet, and I think we can get it there." |
| "Just try harder." | "What would make this easier to get right the first time?" |
| "Your attitude is a problem." | "In Tuesday's meeting, you cut Sam off twice. That made it hard for the team to finish the discussion." |
Describe the behavior, not the person, and end with a question or a next step. The left column feels better for ten seconds. The right column gets results.
How do you coach an underperforming employee?
Coaching is the stage between 'we have a problem' and 'here's a formal plan.' The goal is to help them find and fix the problem themselves, with you as support rather than supervisor.
- Ask more than you tell. Try "What does a great version of this look like to you?", "Where did it go off track?" and "What's one thing I could do to make this easier?"
- Work on one thing at a time. One skill or habit, not ten.
- Model it, then hand it back. Do it together once, then let them lead while you watch, then let them do it alone.
- Keep a steady rhythm. A 15-minute weekly check-in focused on progress, not blame.
- Catch them doing it right. Point out improvement the day you see it.
Coaching works well for skill gaps and unclear expectations. It works much less well when the problem is 'won't, not can't.' That's when a formal plan comes in.
How long should you give them to improve?
For an informal plan, four to six weeks with weekly check-ins is usually enough to see whether things are moving. Formal performance improvement plans typically run 30 to 90 days, depending on the role and how long it takes for results to show. Make it long enough for real improvement to show, and short enough that the problem doesn't drag on for the team.
When should you use a performance improvement plan (PIP)?
Use a formal PIP when informal conversations haven't worked, or when the problem is serious enough to need structure from the start. Always involve HR.
A good PIP includes:
- Specific, measurable goals. "Submit weekly reports by Thursday 5 PM with no more than one correction" works. "Improve communication" doesn't.
- The support you'll provide. Training, tools, time, mentoring.
- A clear timeline and check-in schedule.
- What happens at the end: success, an extension, or further action, stated honestly.
PIPs have a bad reputation because many companies use them as a formality before a firing. If you use one, mean it. Give real support, and be genuinely open to the person succeeding. Plenty of people do.
How do you manage out an underperforming employee respectfully?
Sometimes it doesn't work. 'Managing out' should never mean making someone miserable until they quit. It means ending the working relationship honestly and with dignity.
- Work with HR from the start. Follow your company's process, and check local employment law. The rules vary widely by country and state, so get proper advice before you act.
- No ambushes. If you've had honest conversations and a clear plan, the outcome shouldn't come as a shock.
- Be honest and brief. Explain the decision clearly, without relitigating every mistake.
- Protect their dignity. Do it privately, let them say goodbye if appropriate, and agree how it will be communicated to the team.
- Help where you can. If they had real strengths, say so.
What if several team members are underperforming?
If one person is struggling, it may be them. If three people are struggling, it's probably the system: unclear priorities, too much work, missing tools or training, or a process that sets people up to fail.
Look at what they have in common before you start individual conversations. Ask the team directly: 'What's making it hard to hit our deadlines right now?' Fix the shared problem first. Our guide on how to learn management skills covers setting expectations, delegating, and how to tell if you're the bottleneck.
What mistakes do managers make with underperformers?
- Waiting. Small problems become big ones, and the rest of the team notices you haven't acted.
- Being vague. "You need to step it up" gives the person nothing to work with.
- The feedback sandwich. Hiding criticism between two compliments means they only remember the compliments.
- Criticizing in public. Correct in private, every time.
- Comparing them to coworkers. It creates resentment and doesn't explain what good looks like.
- Not writing anything down. Without a record, you can't show what was agreed, and neither can they.
- Forgetting the rest of the team. Someone is probably covering for the underperformer. Recognize them, and make sure they don't burn out.
Questions people actually ask
How do you tell an employee they're underperforming without demotivating them?
Be specific, private and forward-looking. Describe the gap between what was expected and what happened, ask what's getting in the way, and agree on a plan together. Ending with "I'm confident you can turn this around" works when you mean it. Then recognize improvement quickly when you see it.
How do you deal with an underperforming employee with mental health issues?
Lead with care, not judgment, and bring in HR early. Don't ask for medical details or try to diagnose anything. Focus on what support is available, such as an Employee Assistance Program or adjustments to workload or schedule. In many places there are legal obligations around accommodations, so follow your company's process.
What do you say to an employee with poor performance?
Start with a question, like "How do you feel things have been going?" Then give two or three specific examples and their impact, ask what's getting in the way, and agree on next steps. Avoid comparisons, general labels like "lazy," and anything about their personality.
Can you fire an employee for poor performance?
Usually, yes, but how you do it matters. Rules vary by country and state, and your company will have its own process. Document the expectations, the conversations and the support you offered, and work with HR or an employment lawyer before you make a final decision.
How do you deal with an underperforming colleague or coworker?
If they don't report to you, you can't manage them, but you can protect your own work. Talk to them directly and kindly first. If their work is affecting yours, raise it with your manager, focusing on the impact on deadlines, not their character. For the office-safe phrasing, see our polite ways to tell someone they're stupid at work.
Start here
Most of managing performance comes down to having conversations nobody taught you how to have.
- For the manager dreading Monday's one-on-one: HR Approved Ways to Lead Without Losing Your Mind, including a whole chapter on what to say when you're furious.
- When they turn it around: recognize it. Our funny employee appreciation gifts under $20 has ideas that say "I noticed" without saying "performance review."
This article is general guidance, not legal advice. Employment rules vary by location, so check your company policy and talk to HR before taking formal action.