The essentials in 30 seconds

The employee is present, not sick, not late — but simply does not produce what is expected. This article is about how to approach that conversation — and what to do next.

First: confirm the problem is real

Before concluding that the employee is not producing enough, answer honestly:

• What is enough? Is there a defined and communicated goal? Without a clear reference it is difficult to demonstrate there is a problem.
• Does the employee know there is a problem? Sometimes the first conversation is also the first time someone says directly 'you are not meeting what is expected'.
• Is the problem recent or has it always been this way? An employee who was producing well and slowed down may have a personal or health problem. One who never produced is a different matter — possibly of poor onboarding. To learn what good onboarding includes, read how to onboard a new employee in the first 30 days.

The most common causes

• Lack of clarity about what is expected → define concrete objectives in writing
• Lack of tools or training → diagnosis and training
• Undisclosed health or personal problem → empathetic and private conversation
• Demotivation → career conversation, role adjustment, recognition
• Inefficient time management → day-to-day analysis, waste elimination

Concrete tools to improve productivity

• 1. Task recording by hour for a week. This is not control — it is diagnosis. At the end of the week, analyse together where time is going.
• 2. Temporary close supervision. 2 to 3 weeks working side by side with a manager or experienced colleague. Clearly define it as a learning phase with an evaluation at the end.
• 3. Verifiable daily objectives. 'At the end of the day I want to see X done.' 5-minute morning meeting to set goals, 5-minute afternoon meeting to review.
• 4. Formal performance review. A documented review with objectives, metrics, and an improvement plan creates accountability on both sides. To learn how to conduct it, read how to conduct a performance review that works

What the law allows

If after practical interventions the problem persists, the legal framework is inadequacy supervening to the role. It allows dismissal but requires documented proof, correction attempts, and a formal process with the right to defence.

For most situations, the goal is not to reach this point — it is to resolve before that.

The conversation that needs to happen

'Over the past [period], [work X] has been below what we need — [concrete example]. What can I do to help? What needs to change?'

Factual. No attacks. Open to listening. And clear about what changes next.

If there is a systematic pattern of absences or lateness associated with low productivity, also read how to measure absenteeism in your company