Is This a Performance Issue or Does the Employee Need More Support?
By Laricelle Fouchee, Fouchee Mediation
“An employee is missing deadlines and making mistakes. Is this an employee performance issue, or should we find out whether they need more support?” Start by clarifying the concern, checking expectations and resources, and asking what is making the work difficult. Performance standards still matter, but understanding the barriers helps you decide on a fair response. Support and performance management may both be relevant.
For HR professionals and leaders, this can be an uncomfortable conversation. A manager may worry about avoiding a genuine performance issue. An employee may fear that explaining a difficulty will damage their reputation. Unless the conversation creates room for both perspectives, each person can leave with a different account of what was discussed.
Why employee performance issues deserve attention now
Acas research published in September 2026 explored disabled employees’ experiences of workplace conflict. Its accompanying commentary highlighted difficulties arising from organisational responses, including delayed adjustments and requests for support being treated as performance or conduct concerns.
The lesson is not that every performance problem is disability-related. It is that managers should investigate barriers rather than assume a lack of effort. The practical question is what the employee needs to do their work effectively, and what evidence should inform the next step.
Begin with the work, not a judgement about the person
“You’re not committed” makes an assumption about motivation. “The last three reports arrived after the agreed deadline, which delayed the client update” describes a concern that can be examined.
Before meeting, check what was agreed. Were deadlines clear? Did priorities change? Was the employee trained to use a new system? Have other team members experienced similar problems?
This preparation should help you understand the situation, not assemble a case for a conclusion already reached. Be ready to discover that the working arrangements need attention as well as the individual’s performance.
Ask what is getting in the way
Consider an illustrative example. An employee who previously completed accurate work begins missing details after a move to an open-plan office. Their manager interprets the change as carelessness. The employee is struggling with concentration but has not felt comfortable explaining why.
A useful opening might be: “I want to understand what has changed and what is making these tasks harder. Can you talk me through how the work is going?”
Listen without immediately offering a diagnosis or demanding personal medical detail. An employee may describe a barrier without knowing what support would help. Focus on the effect on work and involve appropriate expertise where needed.
Recognise when reasonable adjustments need consideration
Reasonable adjustments are changes that remove or reduce disability-related disadvantage. Acas explains that employers have legal duties to make reasonable adjustments in relevant circumstances, including where they know, or could reasonably be expected to know, that someone is disabled.
Adjustments are individual. Depending on the circumstances, they might involve working arrangements, equipment, the way instructions are provided or how tasks are organised. Their suitability and reasonableness need proper consideration.
Do not assume that identical treatment is necessarily fair. Equally, avoid guessing what an employee needs based on a condition or diagnosis. Discuss the barriers with them and obtain HR, occupational health or other appropriate advice.
Separate support from vague reassurance
“Let me know if you need anything” puts the responsibility back on the employee without establishing a plan.
Be specific. If priorities are unclear, agree who will confirm them. If training is needed, identify what training, who will arrange it and when it will happen. If an adjustment has been agreed, record who is responsible for putting it in place and when it will be reviewed.
Where specialist input or equipment takes time, discuss what practical interim support is possible. Avoid leaving a request unanswered while the employee continues to struggle.
Agree expectations that can be reviewed fairly
A support plan should make clear what is expected and how progress will be assessed. Check that the expectations are achievable in the circumstances and take account of agreed adjustments.
For example, “improve accuracy” is open to interpretation. Agreeing a checking process, a defined sample of work and a review meeting provides a clearer basis for discussion.
Record the employee’s perspective as well as the manager’s concerns. Confirm the support promised and any dependencies, such as a training session or equipment delivery. If those have not happened, address that when reviewing progress.
Address the relationship as well as the task
Performance conversations can become personal when an employee feels disbelieved or a manager feels unable to raise concerns. Emails become defensive and routine feedback is interpreted as criticism.
Acknowledge that the discussion may be difficult without abandoning the issue. “I can see these conversations have affected our working relationship. I would like us to agree how we can discuss concerns more constructively” can create a useful opening.
Where both people want help rebuilding communication, voluntary workplace mediation may be appropriate. It cannot decide an adjustment entitlement, replace a capability procedure or remove the employer’s responsibilities. Its role is to support the relationship and practical dialogue.
What if concerns continue?
Providing support does not mean that every difficulty will disappear. If concerns remain, review the evidence, what has been implemented and whether further changes or specialist advice are needed.
Where a formal capability or other procedure is appropriate, follow it fairly and consider relevant support and adjustments throughout. Avoid treating the move to a formal process as proof that the employee was unwilling to improve.
A fair decision starts with a properly understood problem. Taking time to distinguish unclear expectations, missing support and genuine capability concerns gives everyone a better basis for moving forward.
I offer workplace mediation and conflict coaching in Durham and surrounding areas. If difficult performance conversations have affected a working relationship, we can discuss whether independent support could help.
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