Turning underperformance around with the right tools and advice

A hospitality client got in touch after struggling for months with one team member whose performance had noticeably slipped. Tasks weren’t being completed on time, standards had dropped, and customers were starting to notice. The manager had tried “nudging” conversations, but nothing was changing—and they were unsure how to escalate the situation fairly.

They reached out for help and, with my Performance Improvement Toolkit and Disciplinary Policy template, plus tailored advice from me as part of my HR consultancy service, we developed a step-by-step plan.

Step 1: Setting Clear Performance Standards

We began by defining what good performance looked like in the employee’s role. I worked with the client to tailor the Performance Standards Template from my toolkit, focusing on customer service metrics, daily prep tasks, and punctuality.

This gave the business something measurable and fair to work from—aligned with expectations for similar roles in the industry.

Step 2: Putting the Right Policies in Place

Using my Performance Improvement Policy, we formalised how underperformance would be addressed, making it easier for managers to act consistently across the business.

We also made sure their Disciplinary Policy was up to date and linked to performance concerns. I advised them to reference both policies in staff contracts and onboarding materials, so expectations were set from day one.

Step 3: Communicating Expectations

I supported the client in running a team-wide refresher session to reset expectations, making use of materials from my Employee Communication Toolkit. Performance standards were shared again in 1:1s and added to the performance review template.

Managers felt much more confident having something concrete to refer to, and employees appreciated the clarity.

Step 4: Monitoring Performance

The business didn’t have a complex performance system, so I helped them create a simple performance log based on my template—tracking daily observations, missed tasks, and feedback. This helped them build an evidence base while keeping the tone supportive.

Managing the Issue in Practice

A few weeks later, the employee's performance still hadn’t improved. Here’s how we navigated it:

1. Informal Discussion
   

   The manager held an informal meeting using my informal script, allowing the employee to share what was going on. It turned out they were overwhelmed but hadn’t spoken up. Together, they agreed to some short-term support and clearer task planning.

2. Performance Improvement Plan (PIP)
   

   When improvements weren’t sustained, the client introduced a Performance Improvement Plan, using the structure from my template. This included:

   • Specific expectations

   • A four-week timeframe

   • Weekly check-ins

   I coached the manager on how to deliver this constructively and keep the tone developmental.

3. Investigation
   

   Despite the plan, performance remained below expectations. The manager documented missed tasks and their knock-on effect on shift colleagues. We reviewed the evidence together and prepared for the next step.

4. Formal Performance Improvement Meeting
   

   I supported the manager in issuing a formal invite letter using the template in my toolkit. During the meeting, the manager presented their concerns, and the employee had the chance to respond. Notes were taken using the meeting minutes template.

5. Decision Making
   

   Based on the discussion and the employee’s continued lack of progress, the outcome was a first written warning with a final four-week improvement window.

6. Outcome Communication
   

   The employee received a formal outcome letter, drafted using my template, outlining:

   • The warning issued

   • The risk of further action if performance didn’t improve

   • Their right to appeal

7. Appeal
   

   No appeal was lodged. Instead, with the added structure and regular feedback, the employee gradually improved and started meeting targets.

The Result

The client not only resolved the individual case fairly and confidently, but they also now have:

• A robust performance management process

• A clear paper trail for future issues

• Managers who feel empowered, not nervous, about taking action

With my done-for-you templates and tailored guidance, they’ve embedded a fair, people-focused performance process that works for both the business and the individual.