Describe the gap specifically
“Improve your attitude” or “be more proactive” can leave an employee unsure what to do differently. Start with observable work, a clear expectation and examples of the gap. Separate an assumption about motivation from what you have actually observed.
Ask whether the employee understands the goal, has the necessary training and can access the resources needed to do the work. Listen for process constraints as well as skill gaps.
Make support part of the plan
A development plan should identify the actions expected from the employee and the support the manager will provide. Agree on a review schedule, practical milestones and how progress will be discussed.
The aim is to make expectations easier to understand and work on. A written plan on its own does not change the environment in which the employee is expected to perform.
Use a fair, consistent process
Review the situation with the organization’s HR team and follow applicable policies. Employment decisions and formal performance procedures may need qualified advice specific to the circumstances.
At each check-in, use concrete examples and document the discussion through the organization’s approved process. Adjust support when new information reveals a barrier. Avoid promising a particular result; evaluate the work and the situation honestly.
A question to take back to work
Could the employee describe exactly what needs to change, what support is available and how progress will be assessed?