How to guide an underperforming employee

On the often challenging journey of team management, we sometimes encounter crew members whose pace doesn't match the rest of the ship. This isn't about pointing fingers or sowing distrust, but about acknowledging a reality that, if ignored, can hinder everyone's progress. We're talking about that employee whose performance deviates from the planned route, generating a current of concern that runs through the hallways and settles into informal conversations.

Addressing this situation requires more than just an instruction manual; it demands a blend of human sensitivity, good tools, and a clear vision of the destination we want to reach together. At Hrider, we have always advocated for going beyond the surface, for unraveling the complexities of talent and turning obstacles into stepping stones towards a more solid future. Today, we will delve into the art of guiding an underperforming employee, exploring a path that ranges from deep understanding to strategic action.

Before we can offer effective guidance, we need an accurate map of the terrain. Performance evaluation becomes our compass, but a compass that must be carefully calibrated to provide reliable readings. Traditional models, often focused on annual reviews that feel more like a retrospective judgment than a growth tool, pale in comparison to the need for a more dynamic and multifaceted view.

· Beyond the spreadsheet: Performance evaluation is no longer a mere administrative exercise. Now, thanks to specialized tools like ours, performance evaluation is a living process, integrated into the team, that captures the employee's evolution and offers a complete picture of their contribution. This involves going beyond numbers and generic comments, delving into the quality of work, collaboration with colleagues, initiative shown, and the ability to adapt to challenges.

· The broad view of 360 feedback: This is where 360 feedback unfolds its potential. Imagine receiving information not only from your direct superior, but also from your colleagues, those you lead, and, in some cases, even clients or external collaborators. This kaleidoscopic perspective offers a much richer and less biased view of the employee's impact. It reveals hidden strengths, points out blind spots, and provides a deeper understanding of how individual behavior is perceived within the organizational framework. 360 feedback demystifies evaluation, turning it into a collective conversation about growth.

· The revealing power of the 9Box: Complementing the richness of 360 feedback, the 9Box matrix stands as a powerful visual tool to contextualize an employee's performance and potential. By crossing these two dimensions, we obtain a strategic view of talent within the team. An employee located in a low-performance quadrant requires particular attention, but the matrix also helps us understand if this low performance is recent, if it coexists with untapped high potential, or if it is a more entrenched situation. The 9Box forces us to think beyond the label of "low performance" and to consider the possible causes and the most appropriate intervention strategies.

Ultimately, performance evaluation, enriched by the panoramic view of 360 feedback and the strategic perspective of the 9Box, provides us with a detailed map of the terrain. It's not about pointing out failures, but about understanding the employee's current location to be able to chart an effective route towards improvement.

With the map in hand, the next crucial step is to establish a genuine dialogue. Not a reprimand disguised as a conversation, but a human encounter where active listening and empathy are the main tools.

· Setting the stage: Before sitting down with the employee, it is essential to do an honest introspection. Have we clearly communicated expectations? Have we provided the necessary support and resources? Have we offered regular and constructive feedback in the past? Sometimes, low performance is a symptom of systemic problems or a lack of clarity in direction.

· The art of listening without prejudice: During the conversation, our main goal should be to understand the employee's perspective. Allowing them to express their challenges, their frustrations, or any factor that may be affecting their performance is essential. Often, behind poor performance lie personal obstacles, lack of clarity in roles, demotivation, or even a mismatch between the employee's skills and the job requirements.

· Focusing on behavior and results: It is crucial to direct the conversation towards specific behaviors and results, avoiding generalizations and value judgments about the person. Instead of saying "you are not committed," we can point out "we have noticed that deadlines have been missed in the last three projects." Objectivity facilitates the discussion and prevents the employee from feeling attacked.

· Exploring the possible causes: The conversation should be a joint exploration of the possible reasons behind the low performance. Is it a lack of specific skills that can be addressed with training? Is there a motivation problem that requires a different approach? Are there external factors influencing their ability to perform? The information gathered through 360 feedback and the employee's location in the 9Box can offer valuable clues about the possible underlying causes.

· Building a bridge to the solution: The dialogue should not end with the identification of the problem. The goal is to build a bridge to the solution, involving the employee in defining the next steps. Questions like "What do you think would help you improve in this area?" or "What kind of support do you need from me?" foster responsibility and commitment to the improvement plan.

In essence, meaningful dialogue is about creating a safe space where the employee feels heard, understood, and an active part of the solution.

Once we have understood the situation and opened a communication channel, the next step is to chart a concrete and personalized improvement plan. This plan is not a generic document, but a roadmap designed specifically for the employee's needs and challenges.

· Defining clear and measurable objectives: The improvement plan should be based on specific, measurable, achievable, relevant, and time-bound (SMART) objectives. These objectives should be directly related to the areas of low performance identified in the evaluation and the conversation.

· Action Plan with specific tasks and assigned resources: The plan should detail the specific actions that the employee must take to achieve the improvement objectives. This could include specific training, mentoring, coaching, task reassignment, clear prioritization, or access to additional tools and resources. It is essential to specify the resources that the company will provide to support the employee in this process.

· Integrating 360 feedback into the plan: The comments received through 360 feedback can be a guide to defining the focus areas of the improvement plan. If several colleagues point out a difficulty in communication, for example, the plan could include communication workshops or the assignment of a mentor who can offer guidance in this area. Thanks to our Talent AI, you won't have to read and analyze each of the responses; in Hrider's reports, you will find the semantic analysis performed by our Artificial Intelligence.

· Establishing a follow-up and evaluation schedule: The plan should include a clear Employee Feedback Journey for follow-up meetings and progress evaluation. These meetings should be regular and focused on reviewing progress, addressing obstacles, and providing continuous feedback. It is important for the employee to feel that their progress is being actively monitored and that they are receiving the necessary support.

The improvement plan is not a static document; it must be flexible and adaptable as the employee progresses and new challenges arise. Continuous collaboration between the manager and the employee is key to ensuring that the plan remains relevant and effective.

The implementation of the improvement plan is just the beginning of the journey. Constant monitoring and timely feedback are essential to stay on course and ensure that the employee is moving towards the established goals.

· Meaningful follow-up meetings: Follow-up meetings should not be mere formalities. They should be opportunities to review progress objectively, using data and concrete examples. It is important to recognize progress, however small, and address challenges constructively.

· Continuous and specific feedback: Feedback should be regular, specific, and focused on behavior and results. Using the data collected through performance evaluation and 360 feedback can enrich this feedback, providing concrete examples of the employee's impact and specific areas where improvement has been observed or where further work is still needed.

· Adjusting the course if necessary: The improvement plan should be a living document. If the employee is progressing faster or slower than expected, or if unforeseen circumstances arise, it is important to be willing to adjust the plan to ensure it remains relevant and effective.

· The final decision, celebrating success or considering other paths: The follow-up of the improvement plan culminates in a final evaluation of progress. If the employee has reached the objectives and has demonstrated sustained improvement in their performance, it is time to celebrate their effort and fully reintegrate them into the team with a positive evaluation. However, if despite the support and effort, performance has not improved sufficiently, it may be necessary to consider other options. This could involve a transition to a different role within the organization where their skills and talents may be a better fit, or ultimately, the difficult decision of termination. At this point, the information provided by the 9Box about the employee's potential can be an important factor to consider.

Ultimately, guiding an underperforming employee is a process that demands patience, empathy, and a genuine commitment to the growth and development of talent. By using tools such as performance evaluation, 360 feedback, and the 9Box as guides, and by fostering an open and constructive dialogue, we can transform challenges into opportunities and help our employees reach their full potential. The key is to remember that behind every employee there is a story and a unique set of circumstances, and our job as leaders is to navigate those turbulent waters with purpose and perspective.