How to Talk to an Employee About Poor Performance

Addressing poor performance is one of the tougher parts of leadership, but it’s also one of the most important. By approaching these conversations with clarity and care, leaders can help employees reach their full potential.

Below, we’ll share best practices for discussing poor performance in the workplace and encouraging positive, lasting change.

Don’t put it off

Delaying a discussion about poor performance can lead to misunderstandings and disengagement. If the employee believes their efforts are acceptable, they’ll likely be shocked or caught off guard when you finally confront them.

“It is crucial to provide feedback early and frequently, well before performance issues escalate to a formal process like a PIP [performance improvement plan],” said Laurie Cure, Ph.D., CEO and Founder of Innovative Connections.

[Read more: 6 Ways to Balance Managing Employees While Giving Them Freedom]

Document it in writing

Prepare for your discussion by writing down everything you’d like to say to the employee. You should also make arrangements to document or record the conversation. Provide the employee with a copy of the documents so they know what to expect and can later reflect on the discussion. Documenting the problem not only ensures consistency and supports future performance-related actions but also creates historical evidence in case the employee takes legal action.

Performance improvement plan (PIP) basics

After talking to an employee about their poor performance, managers will often develop an employee performance improvement plan. This document includes detailed information about what the employer expects from the employee going forward, as well as specific goals, benchmarks, and proposed solutions or resources to assist the employee.

When done well, a PIP supports an employee’s growth and helps them realign with role expectations. As Cure explains, “The goal is improvement, not punishment or termination.”

A well-crafted PIP should include:

• Clear, measurable objectives: Outline specific areas where performance is lacking and describe what success looks like in concrete terms. Each goal should be achievable and have a clear timeline.
• Actionable steps: “An effective performance PIP needs to be simple, measurable, and achievable,” said Eric Brown, CEO and Founder of Imperio Consulting. “Breaking down objectives into smaller, achievable tasks ensures employees remain motivated.”
• Support and resources: Outline tools you’ll provide to help the employee succeed, like coaching, training, mentoring, or workload adjustments.
• Regular check-ins: Schedule follow-up meetings to monitor progress, offer feedback, and adjust expectations as needed.

Provide specific examples of poor performance

Rather than keeping the discussion broad, cite specific instances of your employee’s poor performance to support your claim. This will not only communicate to the employee exactly where they need to improve, but it will also cover your bases as the employer, preventing retaliation. When possible, connect these specific examples to goal areas, whether at the individual or company level.

“We’ve built a performance system where every team member has clear individual metrics that tie directly to departmental KPIs and company OKRs,” explained Brandon Dawson, Co-founder, CEO, and Managing Partner of Cardone Ventures. “That structure gives us a fact-based foundation to talk about performance without emotion or personal judgment.”

Don’t accuse or attack

While standing your ground is important, don’t frame the discussion as an accusation or attack. Allow the conversation to be just that: a conversation, not a lecture. Voice your concerns, then give your employee the time to respond and explain their side.

“People thrive when they feel capable, trusted, and supported … if someone’s struggling, they might be missing one or all of those things,” said Jeffrey Ditzell, DO, a private practice psychiatrist at Dr. Ditzell Psychiatry.

Rather than leading with a serious “we need to talk,” he recommends a more empathetic, open approach—for example, “I’ve noticed a few things have been a bit off lately. Can we check in? I’d like to understand what’s been going on and how I can support you.”

“If they’re open, listen,” Ditzell added. “People often reveal more than you [would] expect when they feel safe … Be real, be kind, and let them know you believe in them.”

Even with the right tone, however, employees may become defensive; as Brown notes, this often signals fear or misunderstanding. In these moments, pause and listen. Acknowledge their feelings, then “reset the baseline” by reestablishing trust and reframing the conversation around collaborative problem-solving.

[Read more: How to Handle Employee Mistakes and Build a Better Team]

Use the correct language

When speaking with an employee about their poor performance, it’s important to use the right language. Be sure to come from a place of support and not to accuse your employee of anything. Additionally, don’t put the blame on yourself to cushion the blow. Rather, stay open-minded and allow room for your employee to express their own concerns and needs.

“When someone is underperforming, we lead with curiosity; we ask what’s getting in the way and how we can help,” said Dawson. “But we’re also direct about what needs to change and by when.”

Phrases to use

Here are some specific phrases to use when discussing poor performance with an employee:

• “How can we help you succeed?”
• “Do you have any feedback for us?”
• “Is there anything we are doing that is making it difficult for you at work?”
• “We feel there’s been a shift in your performance; how can we best support you?”
• “Do you feel you are set up for success at work?”
• “Are there any resources or tools you think might be helpful?”

Phrases to avoid

Here are some specific phrases to avoid when discussing poor performance with an employee:

• “This is probably just as much our fault as yours.”
• “We feel you are too [emotional, rigid, anxious, etc.]”
• “You always [do this.]”
• “You never [do that.]”
• “What are you going to do to improve your performance?”
• “Is your [disability/condition] causing you to underperform?”

Provide solutions—and be open to their suggestions

Rather than going into this discussion with the intent to put down the employee or threaten their security at your company, approach these conversations with a solution-based mindset. Come to the conversation with proposed solutions that are mutually beneficial, but also ask the employee what they believe will help them improve. Be willing to listen and meet them halfway. For instance, they may need more guidance or time on certain tasks, or projects better suited to their strengths. Put forth the extra effort to provide that support.

Clark Lowe, CEO of O'Connor Company, suggests asking employees to share their ideas for solutions: “It can be a useful tool in reversing the polarity of the conversation. This allows the employee to self-reflect and find solutions that they are naturally bought into.”

[Read more: What Is the CliftonStrengths Assessment, and How Does It Work?]

How to follow up after the conversation

A performance conversation shouldn't end once the meeting is over. Ongoing check-ins provide accountability, reinforce expectations, and offer continued support as the employee works toward improvement.

Set clear benchmarks and timelines to track progress, documenting each meeting to ensure alignment and accountability. Offer praise when appropriate, and adjust goals as needed to reflect the employee’s growth or changing responsibilities.

Most importantly, stay consistent and approachable. Follow-up conversations are opportunities to coach, support, and recognize effort. This helps maintain morale and reinforces your commitment to the employee’s success.

When to involve HR or legal

If performance doesn’t improve despite clear expectations, documented plans, and consistent support, it may be time to involve your HR team or legal counsel. HR professionals can ensure all steps taken are fair, compliant, and adequately documented, protecting both the company and the employee.

Legal input may also be necessary if the situation escalates toward termination, particularly if concerns arise about liability or protected characteristics.

“Performance conversations are about purveying outcomes. Sometimes, those outcomes are legal means of separating from an employee,” said Lowe. “Don’t be shy about being very clear on outcomes—both those perceived as favorable and unfavorable.”

Sammi Caramela contributed to this article.

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