How to identify and help an employee struggling to perform

A high performing team is like a well-oiled machine. Keeping this machine working effectively and the business growing depends on every person being able to perform. While each employee has their unique role and output, together their value to the business will be much greater. The strength and synergy of the whole team can be compromised if one person is struggling.

In this blog, we offer guidance on how to spot the signs an employee is struggling to perform and advice on tackling this sensitive people challenge.

How do you spot an employee struggling to perform?

COVID and remote working have introduced new workforce pressures: job uncertainty, limited direct training or supervision and lengthy periods working remotely and alone. Not only has this created a perfect storm for mental health issues, but it also provides the ideal environment for a struggling employee to go unnoticed. Employees rarely tell their managers they are struggling, so a problem can quickly spiral. The sooner the manager spots the signs an employee is experiencing difficulties, the sooner the cause can be established and resolved.

All managers enjoy helping individuals excel in their roles, but some of the most beneficial and rewarding achievements of a manager can be to help someone turn around their performance. The starting point is to learn to spot a potential problem before it gets out of hand.

Signs that could indicate an employee is struggling include:

Missed deadlines
Low productivity
Increased or repeated errors
Exessive working hours
Lack of enthusiasm
Withdrawal from social interactions
Increased absence
Poor timekeeping
Detrimental change in physical appearance
Easily irritated or upset

What steps could a manager take to get a struggling employee back on track?

Simply spotting the signs that an employee could be struggling is an important first step, but managers often worry that they don’t have the skills needed to then address the issue. Where the company has a HR team, they will be a key source of advice and guidance on practical steps the manager should take, which will typically include the following.

Begin an honest conversation to identify the cause

It’s difficult to help an employee without fully understanding the problem and having their input on the actions that could help. So first of all, you’ll need to encourage them to talk, preferably in a neutral place which could be outside the workplace. Listen carefully to ensure they feel valued and find out what they need from you. Remember that although the problem might show itself at work, the cause may be based on a personal issue that they don’t want to discuss. Don’t make assumptions. If you can offer them the opportunity to talk to a HR professional who they know will be independent and confidential, that could help.

Review their work

It might be possible to make adjustments to their work, which could be on a temporary or longer-term basis. This will help reassure the struggling employee that the company and their manager want them to succeed and are there to help and support. Possible adjustments to explore could include:

Review, delay or reallocate some tasks.
Softening of performance targets.
The introduction of a buddy.
Extra on-the-job coaching or direct training.
Advice on prioritisation.
A short period of absence to help them ‘reset’.
Access to a health professional, which could include mental health.
Introducing different or additional resources, whether people, physical or systems-based changes.

Establish trust

Agree with the individual what information they are happy to have shared and with whom. While you should aim not to breach any agreed confidentiality parameters, there may be instances where it’s not possible to do that, for example, if the conversation identifies a risk to the employee’s health or a potential breach of legal or policy obligations that need further investigation. If such a concern arises, the manager should seek HR advice on next steps.

Work on the solution together

As far as possible, you should build a plan together and give the struggling employee a chance to own the solution and feel empowered. Keep it simple, but ensure it has the following elements:

The areas of concern.
What the employee needs to do to get back on track and by when.
What the manager needs to do and by when.
A benchmark of what success will look like
An agreed timeframe for the changes to be made and improvement to be achieved.
Consequences if the employee fails to meet the benchmark within the agreed timeframe.
A regular review programme.

Regular 1:1 check-ins

Once you have formulated a plan, create a schedule of regular check-ins to monitor and assess progress and address any challenges that may arise.

Keep a record

Make sure that a complete and accurate record is kept. This record could be invaluable evidence of the company’s support to the struggling employee, should this evidence be required at a later stage.

Finally, get external support from a HR professional

An experienced HR professional can help you solve complex people problems like this one and help avoid a costly escalation.

If you don’t have an experienced HR professional within the organisation, an option could be to seek independent support from companies like ipeopleHR, who offer neutral expertise to help you understand, manage and resolve people challenges in accordance with UK employment law.

If you would like to discuss the issues raised in this blog, please get in touch at kay@ipeoplehr.co.uk