Speaking notes: performance concerns
| Employee | [Employee name] |
|---|---|
| Meeting | [meeting date] |
| Led by | [Your name] |
| What you want from the meeting | [e.g. agree a plan with check-in dates] |
Explain specifically where work falls short of the standard, hear the employee’s view, and agree what happens next.
Before the meeting
- Collect two or three recent, specific examples with dates, and the standard or target each one misses.
- Check the role description, any targets you set and whether they had the training and tools to meet them.
- Decide what support you can offer (training, a buddy, clearer priorities).
Opening
- “Thanks for meeting, [Employee first name]. I want to talk about some parts of your work that aren’t yet where they need to be, hear your view, and agree a plan.”
Points to cover
- [Add the specific facts or points you need to make, one per line]
- Describe each example factually: what happened, what was expected, and the effect on the team or customers.
- Say what good looks like, in measurable terms where you can.
Questions to ask
- “How do you see it?”
- “Is anything getting in the way: workload, tools, training, or anything outside work you’d like us to know?”
- “What would help you get there?”
If they react
- They disagree with the examples. Listen, note their account, and check anything new before you rely on the example.
- They become upset. Pause, offer a break or to reschedule, and mention the employee assistance program if you have one.
- They raise a health or personal issue. Thank them, ask what adjustments might help, and pause the performance steps while you consider it.
Avoid
- Labels about the person (“lazy”, “not a team player”): talk about the work.
- Comparisons with named colleagues.
- Threats about their job at an informal first conversation.
Closing
- “To sum up: [the standard], [the support we’ll give], and we’ll check in on [date]. I’ll put this in an email so we both have it.”
Afterwards
- Send a short summary email the same day.
- Hold the check-ins you promised. If there is still a gap, move to a written improvement plan.