3 Steps to Take When an Employee’s Performance Is Just "So-So"

A PIP is intended to guide an employee toward improvement…

But what happens when their progress is neither spectacular nor dismal - which we define here as "so so"?

What happens when they are performing “just so-so”— enough to barely avoid termination but not enough to inspire confidence in them long-term?

This situation can not only be frustrating but also tricky. However, there are proactive steps you can (and need to!) take to navigate this gray area so you can make a fair and strategic decision for your business… before the problem lingers on too long.

Also check out our blog post - 5 Steps to Managing an Ongoing Performance Problem

Here are three key steps to take when an employee’s performance under a PIP is “lukewarm”:

1. Assess For Underlying Causes of Their “So So” Performance

• Might personal issues be going on with the employee? A way to start this conversation is by asking the employee simply - “Are you ok? I’m concerned about you.” (When you ask the question, be quiet and WAIT for them to answer! You need to give them the space to bring something forward if they need to.)
• Might they have inadequate resources to do their job, or is their manager not providing the right support, or might they have an overwhelming workload causing them to be disengaged, which is presenting as “so so” performance?
• Is the role a good match for their skills in the first place? Not all “so so” performance issues stem from a lack of effort. In some cases, the employee’s skill set might not align well with the job’s requirements – for whatever reason, maybe the job has changed since they were hired or perhaps assessing for a key skill was missed during the interview process. Consider whether a different role or department within the company might be a better fit. (We recommend being very careful with this… do not move a “problem employee” from one department to another to try and solve the issue.)

All these factors, at work and outside work, can impact an employee's performance. Have a candid conversation with the employee to explore any challenges they might be facing. If there is a root cause, you can get closer to determining if this “just so-so” performance is temporary or if it reflects a deeper issue with performance.

2. Refine and Adjust the Expectations Document (such as a PIP, warning or other form) To Ensure It Has Specific Measurables

Oftentimes, an employee’s so-so performance can be attributed to unclear expectations on a written warning and/or a PIP. (We at Expedition HR often help clients with getting written documentation to be more specific. Could you benefit from help with this too? Book an Expedition HR free consult today to learn more about how we can support you.)  In this case, consider revisiting and refining how the expectations are written on the PIP - by adding specific details, for example. Adjusting the PIP to be more targeted, specific, and detailed can provide the employee with a clearer roadmap for success. Here’s how to approach this step:

• Ask if the employee fully understands what’s expected of them. Don’t assume - ask the employee directly, “Are you clear on exactly how you are expected to improve your work performance by [DATE]?”
• Narrow the focus: Zero in on the most critical/key areas where the employee needs to improve on the PIP or warning form. This will give them fewer but more focused targets to aim for, making it easier to track their progress.

Refining the PIP in these ways can help push the employee toward more concrete and noticeable improvement, giving them a fair chance to elevate their performance.

3. Increase Accountability / Offer More Support*

• Do you see potential for improvement if the employee were to get more coaching/support? If the employee is showing some progress but isn’t quite hitting the mark yet, assess whether they have the potential to improve with additional support. If you believe they could become a valuable contributor in time, it might be worth extending the PIP timeline so you can provide additional accountability and support. This additional support along the way may help them improve above this “so so” mediocre level. Maybe offering some type of training or professional development would help boost your efforts?
• Does their attitude align with company values and culture? Performance isn’t just about skills; it’s also about attitude and willingness to grow - and alignment with your culture and values. If the employee demonstrates a positive attitude, alignment with your values, and a genuine desire to improve, that may signal a good long-term fit  even if their current performance is lackluster. This could signal that additional coaching and support may pay off and be worth your time.

*Important note about this step: There may be times when the organization simply doesn’t have the time for this additional coaching and support - especially if the employee lacks engagement or seems resistant to change. In those cases, it might be best to try the other steps and if that doesn’t improve the situation, consider moving towards termination. We at Expedition HR have got you covered with this and more through the HR  Subscription - book a call.

Conclusion

Dealing with an employee whose performance is neither stellar nor dismal while on a PIP can be a challenging, as well as a frustrating experience for any manager. If you assess for any underlying causes, refine and clarify the PIP expectations, and consider additional accountability and support – and document it all - you should then be able to make a more informed decision about the employee’s future with the company and if the "so so" performance can be helped. If documented well, you should also be able to see if there are more “good” than “bad” with their work performance and from there, be able to determine if they are going to work out.

Check out our recent blogs:

Navigating Peaks and Valleys with an Employee’s Performance

How to Fire Someone in 6 Steps 

Whether they ultimately improve or you decide they are just not the right fit, going through these steps ensures that your decision is human-centered, thoughtful, fair, and most importantly, in the best interest of both the employee and the organization. Good luck!