From time to time, we hear concerns from employers about someone not meeting expectations, particularly in the early stages of a role.
It can be tempting to draw a quick conclusion that the person isn’t the right fit. In some cases, that’s correct. In others, the situation is less clear and worth taking a step back before deciding how to proceed.
Why It’s Worth Pausing
When expectations aren’t being met, the instinct is often to focus on performance.
The risk with that approach is that if the underlying issue sits elsewhere, addressing it as a performance problem won’t resolve it. It can also lead to frustration on both sides, particularly if the person feels they haven’t been given a fair opportunity to get up to speed.
Taking a moment to review the situation can often provide a clearer perspective.
Start With the Basics
Before deciding how to respond, it’s useful to revisit a few fundamentals.
Clarity
- Has the role been clearly explained in practical terms?
- Do they understand what’s expected of them day to day, and what “good” looks like in the role?
Capability
- Do they have the level of experience or skill required for the role?
- If there were any gaps, were these expected, and was there a plan to support them while they came up to speed?
Support
- Have they had enough guidance to get started?
- Do they know where to go for help, and who to check in with when they’re unsure?
In many cases, a short informal conversation can quickly highlight whether expectations are aligned.
Early-Stage Roles Need Context
This is particularly relevant in the early stages of a role, or where someone is new to a business or environment.
Even experienced individuals need a period of adjustment. Systems, processes, and ways of working can differ significantly from one organisation to another. Without that context, it can be difficult for someone to make confident decisions early on.
Providing enough information for someone to get started simply sets a clear foundation.
When It Is a Performance Issue
There are also situations where, after clarity and support have been provided, the issues remain.
This may show up as:
- repeated mistakes or missed expectations
- a lack of ownership or follow-through
- resistance to feedback or direction
In these cases, it is appropriate to address the situation as a performance issue. The key is that expectations are clear, feedback is timely, and conversations are documented where needed.
Finding the Balance
One of the challenges for managers is finding the right balance.
Too little guidance can leave people uncertain and hesitant. Too much can feel restrictive and slow progress. Most roles sit somewhere in between, where expectations are clear and support is available, but individuals are also encouraged to take ownership.
Getting this balance right comes from being clear, consistent, and willing to adjust where needed.
A Final Thought
When something isn’t quite working, take a moment to check whether clarity, capability, or support can make the next step more straightforward. It helps ensure that any action taken is based on a clear understanding of the situation, rather than an early assumption.
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