Managing Poor Performers
The Importance of
Managing Poor
Performers Effectively
Studies show that as many as
one in six employees are
underperforming, so it is critical
for you to take an active role in
managing poor performance
among your direct reports; as a
manager you can help improve
employee performance up to
25%. Poor performers either fail
to perform their job at an
acceptable level, or fail to follow
workplace regulations.
These employees are not only
less productive than their
coworkers; they negatively affect
their colleagues and the work
environment, hampering
productivity and lowering morale.
Ensure Rapid
Feedback
Managers should strive to give
negative feedback as soon after
the event as possible. Do not
wait until the next scheduled
check in or annual review to
bring up any misconduct or
underperformance. Delayed
feedback may indicate that any
poor performance is not a high
priority. After the initial
conversation, schedule regular
check ins to monitor improvement
and map out next steps.
CEB HR Leadership CouncilTM for Midsized Companies,
© 2009 The Corporate Executive Board Company. All Rights Reserved.
This document sources insight from related CEB programs
Identify Poor Performers on Your Team
As a manager, the first step in handling poor performers is to identify any underperformers on your team. Any deliberate misconduct
should be reported to HR and/or the police, while an employee’s inability to perform duties adequately requires feedback, counseling, and
support. Use the following indicators to quickly identify poor performance, and distinguish from misconduct:
Poor Performance Misconduct
• Failure to Meet Position Standards •Absenteeism
• Low Product Quality • Disruptive or Argumentative Behavior
• Low Volume of Productivity • Customer Service Complaints
Provide Tailored Support
When an employee’s behavior indicates underperformance, you should identify areas of improvement and provide support for
improvement through a performance counseling session. During this session you and your direct report should discuss the specifics of
the situation, and you should be prepared to provide resources to resolve the problem, as highlighted below.
Manager’s Responsibilities Employee’s Responsibilities
• Contact your HR Business Partner or Labor • Actively participate in counseling session
& Employee Relations prior to issuing a • Assist in developing action plan
Performance Improvement Plan (PIP) • Prepare rebuttal session, if necessary
• Communicate expectations of the position
• Identify specific facts about the situation
• Develop a specific action plan to correct the
Situation
• Document counseling in writing
Maintain Consistent and Accurate Documentation
Documentation of employee discipline is critical as it helps employees improve performance in the future and protects you and the
company from allegations of unfairness. Supervisors can initiate a performance improvement plan (PIP) at any time that an employee’s
performance is unsatisfactory. In addition to the PIP, it is important for the manager to create a written document of all poor performance
discussions that are conducted with the employee.
Performance Improvement Plan
• Reason for formal counseling • Period for improvement and review dates
• Consequences of continued underperformance
• Required performance standards
• Actions to improve performance • Agreement of record with signatures*
• Development and trainings offered
*Note that the employee signature on the performance improvement plan is generally used to designate that CLC4394609PRO
the employee has received this information, but does not necessarily indicate that the individual agrees with it.

Initiating the Performance Discussion
After reviewing the basics of what should be covered in a performance counseling session and a PIP, here are some phrases to help initiate and guide what can be an
uncomfortable discussion on an employee’s underperformance:
Scripting to Guide Difficult Conversations
• I have noticed [behavior]. In the future, please try to remember to [new behavior].
• I’ve seen [issue] occurring in the office, and I’m wondering if you agree that I’m seeing the real
issue at hand.
• I want to help you succeed in the organization, and to succeed, [skill] is necessary.
• I would like to see you try [activity/action] with the team.
• I’m worried about this behavior’s impact on the team’s result (e.g., timeline, morale, or project
quality).
• What support did you receive when [situation] helped you do your task well?
• What was happening when [situation] made your job difficult?
• When I first started at this company, I struggled with [challenge]. I found that [action/situation]
really helped me. Do you think that would work well for you, or do you have any ideas about
what might help this?
• When you contribute [behavior], it [result (e.g., allows coworkers to do their jobs better)].
The Basics
 Be Fair and Accurate
 Provide Job Focused Feedback
 Provide Specific and Targeted Feedback
http://www.uc.edu/content/dam/uc/hr/labor_and_employee_relations/supervisory_manual/performance-improvement-plan.doc
CEB HR Leadership CouncilTM for Midsized Companies,
Managing Poor Performers
Avoid Common Mistakes
 Focusing on Weaknesses—Managers should frame skills not as
weaknesses, but as obstacles the employee needs to overcome.
Talking too Much—Managers should allow employees to respond or
refute to the feedback they are providing.
 Providing Feedback in Front of Others—Managers should provide
the feedback in a private, one-on-one setting.
 Providing Unrelated Feedback—Managers should not provide
feedback if they do not have proper knowledge about the employee or
the particular project the employee worked on.
 Focusing on Personality—Manager should not criticize the
individual, and feedback should focus exclusively on performance, not
the employee’s personality.
 Be Timely
 Provide Feedback Relevant to the Employee’s Job Role and Level
 Provide Time for the Employee to React