Training Package
3 Managing Underperformance
🎬 Contains VideosUnclear expectations are a common, preventable cause of underperformance, undermining performance through vague objectives, conflicting priorities and undefined success measures. This course shows how to translate broad expectations into specific, observable outcomes and tests such as whether two managers would independently reach the same conclusion from the same evidence. You’ll also learn how to diagnose the real cause of underperformance—distinguishing it from capability concerns, misconduct, attendance problems and short-term dips—before taking action. When performance falls short, the course guides you to select appropriate support options (coaching, training, mentoring, adjusted objectives or formal capability procedures) based on the specific gap. Learners will practise early intervention through supportive feedback conversations, evidence gathering and agreed improvement actions, including building measurable objectives and realistic timescales. The course also covers fairness and lawfulness, including natural justice, record-keeping, ethical and equality considerations, and the roles of line managers, HR and employee representatives. You’ll develop a documented action plan to support an underperforming employee with monitoring points and evidence sources.
£3.00 per learner
Learning outcomes
By completing this package, learners can:
- Define underperformance and recall the distinguishing features between capability issues, misconduct, attendance problems, and temporary dips in performance with two workplace examples for each
- Explain why diagnosing the root cause of underperformance is important by classifying at least five potential causes and summarising their likely implications for management action
- Apply techniques for early intervention by demonstrating how to prepare and conduct a supportive feedback conversation, including recording agreed improvement actions and a review timetable
- Analyse workplace scenarios to determine when coaching, training, reasonable adjustments, or formal capability procedures are the most appropriate response, providing justification for each decision
- Assess the suitability of a proposed performance improvement plan by evaluating its clarity of expectations, timescales, support measures (training, mentoring, coaching, wellbeing), and criteria for review
- Evaluate the fairness and lawfulness of a hypothetical formal underperformance process by appraising adherence to principles of natural justice, record-keeping standards, and relevant organisational policy
- Create a documented action plan that a manager could use to support an underperforming employee, incorporating measurable objectives, resources required, monitoring points, and evidence-gathering methods
- Analyse the roles and responsibilities of line managers, HR, and employee representatives in managing underperformance and compare how each party should contribute to consistency and employee voice
- Assess ethical and equality considerations by identifying potential sources of bias or discrimination, recommending reasonable adjustments where relevant, and justifying steps to ensure transparent and respectful handling
What’s included
A deployable SCORM package with practical learning content, ready for your LMS.
How it works
Add access, upload the package to your LMS, and pay per learner who uses it.
Who it’s for
Organisations deploying flexible workplace learning through an LMS.