Struggling with underperforming team members while trying to maintain a positive work environment? To help navigate this delicate situation, we’ve turned to insights from CEOs and human resources managers.

We’ll explore six effective strategies HR leaders use to support and guide underperforming employees, as told by these leaders themselves. These strategies foster improvement while preserving a healthy workplace culture.

Shift from ‘why’ to ‘what’

Jason P. Carroll, CEO of Aptive Index:
Too often, I make the mistake of destructive assumptions when people aren’t performing to my expectations. My instinct is to ask why someone isn’t meeting them, which leads to identity-based answers that leave no room for growth. When my COO Kyle would consistently push back on new initiatives, I found myself thinking, “Why is he so resistant to change?” and concluding “Because he’s a roadblock to innovation.”

Instead, I learned to ask, “What is driving Kyle’s behavior?” This shift transformed our entire working relationship. What I initially saw as resistance was actually a deep drive for precision and accuracy. While I was rushing to implement new ideas, Kyle was methodically identifying potential issues and ensuring we had solid processes in place. Once I understood this, I stopped seeing him as difficult and started appreciating his natural strength as a counterbalance to my own tendency to move too quickly.

This simple reframe from why to what changed everything. Instead of butting heads, we developed a rhythm in which I would bring the big ideas, and he would help us execute them in a way that mitigated risk. By focusing on understanding the drives behind behaviors rather than making character judgments, we turned what seemed like a weakness into one of our greatest organizational strengths.

Initiate supportive one-on-one conversations

Heather Kerr, human resources manager:
Underperforming employees will affect your team and potentially be detrimental to morale and culture. A great way to start addressing any expectation gap is a one-on-one conversation. I find the following approach reduces defensiveness and ensures that the employee is supported.

1. Ask for the employee’s help. Let them know you’re looking for their input and need them to assist you in this situation. Example: “Hi Sara, I have a situation I’m facing, and I’m hoping you can help me with it.” This demonstrates to the employee that you want to collaborate, not just assign blame.

2. Stick to objective facts and direct observations whenever possible. An employee will react much differently to their leader saying, “I’ve had a ton of complaints about how productive you are at work over the last few weeks,” vs. “I have noticed that you haven’t met your weekly quota on following up on sales quotes for the last three weeks, and I have seen this affect your team.” By bringing up facts, describing behaviors, and discussing things you as the leader have noticed or observed yourself, you’ll be able to have a less emotional conversation and focus on the solution.

3. Reiterate the expectation and look for understanding. Our employees might not always remember or understand what’s expected of them. This is a great time to clarify and reset expectations. An example of how to simply do this could be, “Our team has committed to following up on 80% of our previous week’s quotes.”

4. Ask them how you can help. Let them express what barriers you can remove for them, or how you can support them to be successful. Ask, “How can I help you be successful at meeting this expectation?” Having the employee come up with the solution and feel like they can ask for help will make sure they own the solution because they came up with it.

5. Set a deadline for follow-up and close the conversation. Make sure you let the employee know when you’ll be talking about this again, and reiterate that you trust them to implement the plan. This could look something like, “We’ll sit down at the end of next month to check your quote follow-up rate, but if there’s anything else you need or notice or want to discuss before then, please make sure you come talk to me.”

By asking for the employee’s input and involving them in the solution, you’re providing a solid, supportive environment for them to succeed.

Conduct frequent one-on-one check-ins

Jen Seran, director of operations at Stallion Express:
Many executives struggle to manage failing team members while preserving a positive atmosphere. I’ve discovered that conducting frequent one-on-one check-ins is an efficient strategy.

At Stallion Express, we’ve observed that tailored discussions can reveal hidden problems that are influencing output. For instance, during a recent check-in, a team member mentioned feeling overwhelmed by a sizable task. Over the next quarter, their production increased by 25% as a result of our collaborative efforts to reorganize priorities and establish reasonable objectives.

By encouraging candid communication and cultivating a feedback-friendly culture, we enable our team to grow, knowing they have our backing.

Collaborate on performance improvement plans

Yulia Pavlova, HR professional, key partnerships manager at aqua cloud:
One approach we find effective in handling underperformance while maintaining a supportive environment is focusing on collaborative performance improvement plans (PIPs). Rather than simply setting corrective actions, we work with the team members to co-create a realistic path forward, identifying specific goals, timelines, and any support they might need.

To implement this approach, we’ve set biweekly check-ins to openly discuss progress and challenges. Besides tracking metrics, we create a space where team members feel heard and encouraged. We also emphasize recognizing small wins to build momentum and boost confidence.

When addressing underperformance, focus on constructive conversations that foster trust. Tailor support to each individual’s strengths and growth areas so they feel guided rather than judged. In that way, you can help your employees grow while reinforcing a positive, supportive culture within the team.

Provide consistent, constructive feedback

Melissa Pennington, CEO and founder of HR On Demand:
One approach we use to manage underperformance while maintaining a supportive environment is training managers to provide consistent, constructive feedback, and conduct regular, documented 1:1 meetings.
Through these sessions, managers learn to offer feedback that’s specific, actionable, and timely, allowing team members to understand where they stand and how to improve. By embedding this feedback into regularly scheduled 1:1 meetings, employees feel supported in a structured setting and know that their manager is invested in their development. Documenting these meetings not only creates accountability but also ensures that both parties have clear reference points to track progress and celebrate improvements over time.

This approach fosters an open, growth-oriented environment where underperformance is addressed early and fairly, giving employees the tools they need to succeed.

Hold private, respectful conversations

Akshita Makhni, HR head at Bigohtech:
Handling underperformance while promoting a supportive environment requires a structured yet empathetic approach. Start by holding a private, respectful conversation to understand any challenges affecting the team member’s performance. This dialogue builds trust and helps identify root causes, such as skill gaps, unclear expectations, or personal issues. Collaboratively create a performance improvement plan with clear, measurable goals, timelines, and support options.

Regular check-ins and positive reinforcement of even small progress can motivate improvement. If needed, explore reassignment to roles better suited to their strengths. This method maintains a supportive environment, ensuring the team feels valued while encouraging individual accountability and growth.