Managers should address recurring performance issues as soon as they begin affecting work quality, deadlines, customer service, or trust. A prompt, constructive conversation gives the employee an opportunity to understand the problem, correct it, and prevent a manageable concern from becoming a formal performance issue.
Is John Wrong in his Frustrations? – Scenario
John has been making recurring mistakes in the accounting department that are delaying payments. The errors are relatively minor, and a quick conversation could likely resolve them. However, John does not realize he is following the wrong process, so he is unaware that there is an issue.
John’s manager, Kristen, is new to her position and has been avoiding the conversation she knows she needs to have. She is uncomfortable with difficult conversations and hopes John will discover the error and correct it on his own.
A few months have gone by, and the issue does not resolve itself. As a result, larger problems begin to develop. Kristen reaches out to HR and asks for assistance with a formal write-up.
John is called into a meeting with Kristen and HR, but he does not understand why. During the meeting, he learns that one of the processes he has been using is incorrect for this company, even though it was an accepted process in a previous position. Because he has not followed the company’s required process, the error has affected other areas of the business and cost the company money.
John becomes frustrated because Kristen knew about the issue but waited until the formal write-up to address it. He thinks, “All she had to do was tell me about the problem and give me an opportunity to correct the process I was using.”
Most situations can be resolved through an early conversation that, in hindsight, was not nearly as uncomfortable as anticipated. Managers do not need to wait until an issue becomes significant enough to require HR involvement or a formal performance review.
Don’t overcorrect every small mistake. However, when a pattern emerges, address it early and constructively.
Here Is a Good Rule to Follow
If something that affects work quality, deadlines, clients, customers, or trust happens more than once, it is time to have a conversation.
How Should a Manager Address a Performance Issue?
- Name the issue. Clearly explain what is happening and why it is a concern.
- Explain the impact. Describe how the issue affects the company, team, customers, or even the employee’s success.
- Offer support. Ask, “How can I help you be successful?”
- Clarify next steps. Establish a clear timeline, identify any resources or individuals who can provide support, set a follow-up date, and explain what will happen if the issue is not corrected.
Once the conversation is complete, accountability shifts back to the manager. Document the discussion, including the issue that was addressed, the support offered, and the agreed-upon next steps. If you are unsure what should be documented, review the documentation article we shared a few months ago.
Set a calendar reminder to follow up with the employee and ensure the issue has been corrected and that similar concerns are not continuing.
How Can a Company Help Managers Address Performance Issues Early?
- Train managers before issues arise.
- Give managers the tools and resources they need.
- Reinforce the importance of regular employee check-ins.
- Hold managers accountable for taking timely action.
Newsletter Takeaway
Do not wait for a small, recurring problem to become a formal performance issue. Address concerns early, explain their impact, offer support, and develop a clear plan for improvement. Early conversations help employees succeed, strengthen accountability, and prevent minor issues from becoming major problems.
Vinna Human Resources, LLC is an HR consulting firm providing educational resources and workforce management insights. The content in this blog is not legal advice and should not be relied upon as a substitute for consultation with qualified legal, tax, or employment professionals. Employment laws frequently change, and organizations should seek guidance tailored to their specific business needs and circumstances.