what is the first step in the structured process for addressing poor performance?
The first step in a structured process for addressing poor performance is to clearly identify and define the performance issue in objective, specific terms.
Quick Scoop
Before any coaching plans, warnings, or performance improvement plans, managers must get crystal clear on what is actually going wrong. This creates a fair, factual foundation for every later step in the process.
What “identify the issue” really means
- Compare the employee’s work against the expected standards or KPIs, not against vague impressions or other people.
- Pin down concrete examples: missed deadlines, errors in reports, low output, or behaviour that does not meet role expectations.
- Focus on observable actions and results, avoiding labels like “lazy” or “unmotivated”, which are subjective and inflammatory.
Why this is the first step
- Without a clearly defined performance gap, any conversation with the employee can feel unfair, confusing, or arbitrary.
- A precise definition of the issue allows you to later explore root causes, set measurable goals, and design an appropriate improvement plan.
How it fits into the wider process
Most structured approaches then move from identifying the issue to:
- Communicating expectations and the specific performance problem to the employee.
- Providing an opportunity and support to improve, often via coaching or a formal improvement plan.
- Taking further action (such as reassignment or termination) only if performance does not improve after fair chances and support.
Bottom note: Information gathered from public forums or data available on the internet and portrayed here.
