Managing Underperforming Employees During Probation

It's been said that leadership is really about having rich conversations. I've noticed that many great leaders have the ability to communicate their ideas and drive performance in a conversational style. They have the ability to maintain undivided attention, really “being there” for the other person – to remain focused on the conversation. They have self-awareness of their biases, beliefs and emotional triggers, meaning that they know what is going on for themselves during a conversation and how to control their emotions. They can draw out what the other person is really saying by getting to the meaning behind the words so that the other person really feels understood. They can easily express their views with courage and conviction in a way that is constructive and helpful for the conversation – even when they have to give tough messages. They manage conversations so that they flow well and result in clear outcomes that everyone agrees with. And they have the ability to develop effective strategies for addressing underperformance in their team. Let's dive into some practical steps we can take to navigate this challenge: 1. Speed Up By Slowing Down: The worst thing we can do to tackle underperformance it to do it when we are emotional. Take time out to stop and think about the context and outcomes you need. Offload your emotions, write down what you would love to say but can't, go for a walk. What is the real issue? What objective data do have that will make it clear? How can you present this data so there is no wriggle room for denial? What is on their plate, what is their preferred style? 2. Choose the Right Setting Select a private, neutral, and quiet environment for the conversation. 3. Empathetic Start Begin with empathy. Express concern for their well-being and inquire about any challenges they might be facing. Talk with, not at. 4. Give Specific Examples Provide specific instances of underperformance with clear, objective examples. This helps the individual understand the areas that need improvement and sets the foundation for a focused discussion. Allow time for them to offload their emotion and excuses. 5. Collaborative Problem-Solving Encourage a collaborative approach to finding solutions; this is key to accountability and commitment. 6. Establish Clear Expectations Outline expectations for improvement, setting measurable goals and realistic timelines. This provides clarity on what is expected moving forward. 7. Support and Resources Offer support and identify any resources or training that might assist in addressing the performance issues. This ensures the individual has the necessary tools for success. 8. Follow-Up Plan Schedule regular follow-up meetings to assess progress. This allows for ongoing adjustments, fostering a continuous improvement mindset. By implementing these strategies, you can contribute to the growth and success of both individuals and the overall team.

Last week I led a session on #PerformanceManagement for senior leaders. One of them reached out with the following important question about #PsychologicalSafety in the context of managing underperformance: "Psychological safety is an extremely difficult concept to pin down, especially in a setting where we have to strike a balance between supporting human beings under pressure, while at the same time being accountable for results. I would like to have more guidance on is how one manages the psychological safety element in a situation of underperformance - which often requires (at least partially) withdrawing that safety, to the discomfort of the staff member." Here is my advice to those of you wondering the same thing: In the context of managing underperformance, having psychological safety means feeling that you won't be punished or humiliated for making mistakes or for underperforming. That being said, having a conversation with a supervisor about your performance when you’re not meeting expectations is inherently stressful. It is psychologically difficult for people to focus on where they are coming up short; this undermines their sense of self as a competent person, particularly when they feel that they have been working diligently or when they have been negatively affected by situations beyond their control. While it may not be possible to make a staff member completely comfortable during feedback conversations about underperformance — and indeed, a total lack of discomfort with the status quo may not be optimal for motivating improvement — these conversations are much more likely to achieve their aim of helping the staff member perform at a higher level when the supervisor does the following:   ⋙ Provide Actionable Feedback ⋘ 👉 Give specific, timely, and constructive feedback on performance gaps, not just vague criticisms. 👉 Clearly outline expectations, metrics, and deadlines for improvement. Maintain an empathetic, development-focused tone even as you increase accountability. ⋙ Focus on Development, Not Just Evaluation ⋘ 👉 When addressing underperformance, emphasize how you can support the employee's growth and improvement. Make it clear the goal is to help the employee succeed. 👉 Collaboratively identify obstacles (e.g., by asking questions like, “What is most difficult about this for you?” and “What’s getting in the way?”) and craft a plan to overcome them through coaching, training, or other resources. 👉 Engage the staff member in articulating what help they feel they need and what path forward feels most motivating and productive. This helps to build employee ownership over their plan for improvement rather than thrusting it upon them.

If you're a manager, and your employee is surprised by receiving a PIP / coaching plan, you've failed. Before their poor performance is a problem, you need to give feedback early and often. "I noticed you were late for standup for the second time. I just wanted you to know that it impacts our team's ability to get through standup quickly, and it can be frustrating to us all. Got it?" When the pattern becomes more serious, you need to ensure they understand the feedback is serious. And you need to own it, with "I", not "We" "That's the third time you've missed an important deadline without letting us know ahead of time. I am losing trust in your ability to deliver on your committed work. This is a problem." When serious feedback hasn't made an impact, you need to be extremely clear of where this is going, since many people don't have experience with this process. I find it helpful to make it clear that you're not the enemy. "I have warned you repeatedly that pushing code to production without peer sign-off is unacceptable. If this continues to happen, it will lead to you not working at this company anymore. I like you, and would like you to be successful, but I need to ensure that you understand what's at stake." Only then, after friendly warnings, serious warnings, and extremely clear warnings, should you proceed with PIPs/Coaching. Because only then have you actually given them a chance to improve their performance.

“Dia masih probation, boleh buang macam tu je.” Hold up—not so fast. Just because someone is on probation, doesn’t mean you can terminate them on a whim. Yes, probationers aren’t confirmed yet—but they are still employees under the law. And yes, they deserve due process. Want to terminate a probationer fairly? Then assess them. Give them feedback. Document their performance. Provide support and a chance to improve. Because if you’ve never discussed their “underperformance,” never reviewed their work, never warned them—and suddenly decide they’re “not suitable”… That’s not HR. That’s poor leadership. And the courts agree. In Kumarasamy A/L Velupillai v. Agrobank (Award No. 718 of 2016), the Industrial Court held that a probationer was unfairly dismissed because the employer failed to conduct any performance review or provide feedback before termination. In Tan Teck Seng v. Suruhanjaya Perkhidmatan Pendidikan [1996] 1 MLJ 261, the Court of Appeal emphasized that natural justice applies to all employees—including those on probation. And in K. Annamalai v. Petroliam Nasional Bhd [1998] 3 CLJ Supp 812, the court stated clearly: “A probationer is entitled to a fair opportunity to show his capabilities… The employer must assess the performance before deciding on suitability.” So if your team doesn’t have a proper probation review process, the problem isn’t the employee. It’s your system. Remember: Even probationers can file claims for unjust dismissal—and many have won. So before you issue that termination letter, ask yourself: Did we assess, or did we just assume? Faithfully, Makcik Labor ☺️

The underperformer on your team isn't always the biggest problem. Sometimes it's the leader who noticed months ago and said nothing. When a team member underperforms, leaders usually do one of two things: 1. Avoid it 2. Handle it badly Both are expensive. Leading a team through restructuring at Truegenics taught me that how you respond to underperformance says more about your leadership than almost anything else. The conversations I handled well rebuilt trust.  The ones I delayed or got wrong cost me time, team morale, and in some cases, good people. There is a better way to handle it, and it starts with a mindset shift most managers never make 👇 🧠 The mindset shift first: → Underperformance is a sign to investigate, not a problem to immediately remove → It's usually about clarity, capability, circumstance or culture  → Your job is to understand what is in the way, then decide clearly what to do about it Now you're faced with the problem. Before you react, ask yourself... → Do they actually know what is expected of them? → Have they ever hit this standard before? → Do they have what they need to do the job properly? → Is something outside work affecting how they are showing up? → Have I given honest feedback before now, or is this the first time they are hearing it? The question is never just whether someone is underperforming. It's WHY. Once you have that information, assess whether it's a pattern or a moment. It's a pattern if: → The same issue has come up more than twice → Feedback has been given and nothing has changed → Their output is affecting the rest of the team → Deadlines are being missed consistently, not occasionally → Other team members are filling the gaps One conversation is not enough. Patterns need a plan. In practice, this looks like: ✅ Start with facts, not frustration "Here is what I am seeing. Help me understand what is going on." ✅ Define the standard clearly together.  Don't assume they know what good looks like. Write it down. Make it measurable. ✅ Build a support plan What do they need to get there? Training, clearer direction, more regular check-ins? Commit to it together. And if nothing changes after genuine support and clear expectations... The decision to part ways is not a failure of leadership.  Keeping someone in the wrong role far longer than you should is. Underperformance handled well is not just good management. It is one of the clearest signals to your entire team of the kind of leader you actually are. Do you think most leaders address underperformance too late? Leave your thoughts below. ♻️ Repost to help a leader in your network handle this better. 🔔 Follow Alvin Huang for more on building high-performing teams.

How many times have you coached, warned, documented...yet still ended up with an employee who says, "I had no idea my job was at risk" at the termination meeting? In a recent Friday HR roundtable, we compared a different tool: a Decision Day (or Day of Contemplation). A Decision Day is a paid “decision‑making leave” (not PTO, not unpaid suspension) where an employee with ongoing performance issues gets time away from work to choose to either: 1. fully recommit with a clear plan, or 2. step away from the organization. SHRM describes it as a paid day off to rethink their commitment, often OUTSIDE a formal progressive discipline ladder. It’s especially useful when behavior is clearly problematic but not quite at “formal written warning” territory. I frame it as a one-time career opportunity to "reset." This is not a step we use more than once with the same person. Adult‑learning wise, it leans on a simple fact: when you treat people like adults (no docked pay, no immediate “black mark”) they’re often caught off guard and more likely to OWN their behavior instead of fighting it. What I’ve seen (and heard from other HR pros) that works: • You treat it as a serious crossroads, not a generic warning. • While they’re off, you ask them to decide: “Do I still want to be here?” If they come back wanting to stay, they come back with an assignment. • The employee explains, in plain terms, what they’ll do differently including specific behaviors and dates. A concrete commitment is a good sign. • For longer‑tenured employees, you’re explicit: their job is in serious jeopardy, this paid day is your way of saying that, and from here on they are fully accountable for the outcome. • If they don’t return or don’t follow through on what they committed to, it’s handled as a voluntary resignation or next‑step termination, consistent with policy and legal advice. If you’re considering this, here's some ideas: • Decide where it sits: usually after coaching + written warning/PIP, before termination, or as the bridge between repeated coaching and your first formal write‑up. • Script the message: “You’re at a crossroads. Tomorrow is a paid day to decide: recommit to these specific expectations and bring back an assignment that shows how you’ll get there, or choose to end your employment here.” • Provide a one‑page template or letter prompt: what’s not working, what changes, how we’ll measure success, and clear language that future failure may lead to termination. • Make it paid, not PTO, and align documentation with your progressive discipline, HR policies, and local law. Decision Days can make performance conversations more impactful, surface real commitment, and reduce messy, drawn‑out exits. Have you tried a Decision Day / Day of Contemplation in your #performancemanagement process? What worked, and what would you do differently next time? #HumanResources #TalentManagement #Termination #EmployeeEngagement

Does "Probationer" means no Rights?: The RM50,000 Lesson There is still a common HR belief that probationers can be terminated quite freely since they are “still under evaluation”. This case shows very clearly that this mindset can be risky if performance management is not properly structured. In the most recent case of Shiamareena v LimKokWing University [2026], the Claimant was employed as an HR Manager in October 2022 with a 3 month probation period. Her probation was extended twice. During her employment, she was handling a heavy workload across multiple subsidiaries, had limited proper working support, and was also assigned additional non-core tasks. Eventually, in March 2023, after she sought clarification on her employment status, she was terminated on grounds of alleged mismanagement. The Industrial Court found the termination to be without just cause or excuse. What went wrong for the Company? 1. The allegations were too vague The termination letter used general terms like mismanagement without clearly specifying what she actually did wrong. In employment law, vague allegations weaken the entire dismissal case. 2. No proper fresh performance assessment The Company relied on earlier concerns from the initial probation period but did not conduct a proper and updated evaluation during the extended probation period. That gap was critical. 3. Timing raised concerns The termination came shortly after she requested an update on her confirmation status. The Court viewed this as reactionary rather than a fair performance-based decision. Key HR takeaway the PIP principle: One important learning point from this case is the role of Performance Improvement Plans. A formal PIP document may not always be legally mandatory for probationers. However, the structure of performance management is what courts consistently look at. This includes clear expectations, documented feedback, review checkpoints, and evidence that the employee was given a fair chance to improve. In this case, although PIP related documents existed, they were incomplete and not signed by the employee. This weakened the employer’s evidence significantly. Thus, the Company was ordered to pay RM50,000 in backwages. What employers should take note of: 1. Probation does not mean no process is required 2. Performance issues must be clearly documented and communicated 3. Extensions of probation must come with proper reassessment, not just continuation of uncertainty 4. Documentation must be complete and acknowledged where possible From an HR perspective, this case is a reminder that probation management is still performance management. The structure matters just as much as the decision. With you in all things HR, Diana K #HRedge #HREdgeConsulting

Is your PM underperforming, or are you under-managing? Three PMs were labeled 'underperformers' on my first day. My boss wanted all of them gone. I didn't let go any of them. Not immediately. Instead, I asked: had anyone actually managed them? Turns out no. They'd never received real feedback. No one taught them how to write requirements or connect their work to business outcomes. There were all these expectations of them never communicated explicitly. So I built what should have existed: coaching sessions, templates, peer reviews, 1:1s. One rule: explain the why behind every ticket, not just the what. Two turned it around within weeks. The structure was all they needed. The third didn't make it. Same investment, same tools, but couldn't move from order-taker to problem-solver. Here's what stuck with me: we almost fired three people for a management failure, not a performance failure. Before you label someone an underperformer, ask if you've given them the tools to perform. Most "low performers" are just operating in low-performance systems. The fastest way to improve your team isn't always hiring better. Sometimes it's just managing better.

✳️Managing Difficult Employees: A Practical Guide for Leaders Managing people is tough, but managing someone whose attitude and performance drag down the team? That’s next-level difficult. Negativity doesn’t just affect the individual—it ripples through the team, damaging morale, productivity, and culture. ✳️Here’s a step-by-step guide to tackle these situations effectively while balancing empathy, clarity, and accountability: 1➡️Prepare Before the Conversation ▪️Document specific examples: Focus on patterns (e.g., missed deadlines, negativity) and their impact on the team. Stick to facts, not opinions. ▪️Plan your talking points: Outline key observations, desired outcomes, and next steps to stay calm and focused. ▪️Consult HR (if available): Larger organizations may have policies to align with. 2➡️Start with Curiosity and Empathy Frame the conversation as a dialogue, not a confrontation. Ask thoughtful questions: ▪️“How do you feel things are going?” ▪️“What’s been challenging for you in this role?” ▪️“Do you feel aligned with the company’s goals and culture?” Curiosity uncovers root causes, like burnout, misalignment, or personal challenges. 3➡️ Be Honest, Clear, and Solutions-Focused After listening, share your observations with compassion and directness: ▪️“Here’s what I’ve noticed: [specific examples]. This is impacting [team morale, deadlines, outcomes].” ▪️“I want to support you, but here’s what needs to change moving forward.” Focus on behaviors and outcomes, not personality traits. 4➡️Set Expectations and Follow Up Make sure expectations are clear and actionable: ▪️Define what success looks like (e.g., improved teamwork, meeting deadlines). ▪️Set a timeline for improvement (e.g., 2–4 weeks). ▪️Schedule a follow-up conversation to review progress and next steps. Startups may need quicker action, while larger organizations might leverage formal improvement plans (PIPs). 5➡️Be Ready for Next Steps if Needed If improvement doesn’t happen, it may be time to part ways: ▪️Frame it around alignment: “It seems this role isn’t the best fit for where you’re at. Let’s discuss a transition plan that supports your goals.” ▪️Redistribute work and document key processes to prepare for a smooth transition. 6 ➡️Protect the Team and Culture Negativity is contagious. Address issues quickly to protect morale and prevent disengagement. ▪️Be discreet but reassure the team that steps are being taken to maintain a positive culture. Leadership isn’t about avoiding tough conversations—it’s about navigating them with empathy, clarity, and preparation. ✳️ What strategies do you use to manage tough conversations effectively? 👋 I turn talent into revenue-generating assets and build high-performing teams. With 10+ years of experience coaching and managing talent globally, I solve people challenges and help organizations scale success. Let’s connect—I’d love to help your team thrive.

When I hired my first assistant, I thought I had made the best decision for my workload. She was smart, eager, and ready to help. I assumed she’d naturally know how to prioritize tasks, manage communication, and anticipate what I needed. After all, that’s what assistants are supposed to do, right? Except… it didn’t go that way. Emails got missed. Tasks were done halfway. Deadlines slipped through the cracks. I was frustrated. My first thought? “She’s not the right fit.” But before making a quick decision, I asked myself a harder question: Had I ever explained how I worked? The answer was no. I had hired her and immediately expected her to adapt to me without giving her the tools. So we sat down. I mapped out my workflows. We created clear checklists. We set expectations for what good communication looked like. And everything changed. She went from “struggling” to indispensable. And I learned one of the most humbling leadership lessons of my career: 👉 Most performance problems are actually clarity problems. 👉 And clarity is always a leader’s responsibility. I remind myself of that every time I’m tempted to get frustrated at someone’s “underperformance.” Because more often than not, it’s not about them. It’s about me. 📌For leaders struggling with underperforming teams, here’s the takeaway Before you assume someone isn’t capable, ask yourself, Have I been crystal clear about expectations? Sometimes the “problem” isn’t your team at all. It’s how you’re leading them. #LeadershipLessons #TeamManagement #PeopleFirst #LeadershipGrowth #HighPerformanceTeams