This document provides guidance for managers on addressing poor performance with employees. It recommends first arranging a meeting to clearly identify performance concerns and goals for improvement. If no improvement occurs, a second meeting should be held to reiterate issues in writing and establish expectations and a timeline. Regular follow up meetings every 1-2 weeks should then be used to coach the employee and acknowledge any progress, with the goal of improving performance. If improvement is still not possible, discharge may be considered.

1. Performance
Meetings for Poor
Performers

2. Poor Performers:
Having the Difficult Discussion
Ask Yourself:
• Have they been dealt with in the past or avoided?
• Have they failed to keep up with technology changes?
• Are they a good fit?
• Are they having difficulty adapting to change?

3. Poor Performers:
Having the Difficult Discussion
• Arrange initial discussion:
– Clearly identify areas of concern
– Provide objective evidence
– Allow employee opportunity to explain
– Be prepared for backlash & resistance especially if they have
never been made aware of concerns
– Establish goals & expectations
– Focus on future improvement plan
• Investigate & address any concerns raised:
– Remove barriers
– Modify expectations if necessary

4. Dealing with Poor Performers
• Provided no improvement, arrange second meeting:
– Reiterate concerns & identify performance gap
– Provide letter in writing detailing specific concerns
– Set expectations & timeline for improvement
– Outline follow up process going forward
– HR Involvement
• Follow Up Sessions:
– Arrange regular follow up meetings every 1 -2 weeks
– Acknowledge improvement
– Focus on coaching & motivating
– HR involvement

5. Dealing with Poor Performers
• Provide tools & support to do the job:
– Additional training/retraining
– Provide necessary resources
– Mentoring
• The goal is to improve performance, if this is not
possible discharge will be considered