A good way to approach such a situation would be with empathy and open communication. Understanding the root cause without judgment. And then recognizing small wins to keep the employee’s morale up, providing clear but supportive feedback, and co-creating a development plan for improvement. Motivation often returns when people feel seen, supported, and part of the solution.

The approach I take is kind of like a bad news sandwich. 1. You’ve been doing this well and I want to acknowledge that. 2. You’ve been slipping/under performance at this and this is what I want you to do to correct this. 3. With your knowledge, skills and experience I see how you can address this and succeed. I have found by taking this three step approach you always end on a high note and help to build them back up before you end the interaction. You always remember the last feeling you had after an interaction. If you make it positive that is what they will remember. The goal should never be to break them down. It should be to build them up and help them grow.

When performance dips, I start by creating a safe, judgment-free space to talk. I focus on curiosity, not criticism—asking questions to understand what’s beneath the surface. Then I highlight their past wins to remind them of their capabilities, balancing feedback with encouragement. Together, we set short-term goals that feel achievable, not overwhelming. I offer support—be it training, mentorship, or simply more clarity. It’s not about pressure, but partnership. Motivation often returns when people feel seen, supported, and challenged in the right way.

Acknowledge their strengths, highlight gaps with support, and focus on solutions. Reinforce belief in their potential—feedback should drive progress, not demotivation.

When performance dips, it’s vital to approach it with curiosity, not criticism. At Remote Recruitment, we start with a private, supportive conversation—focusing on understanding, not blame. We ask: what’s going on behind the scenes? From there, we co-create a plan—clear goals, regular feedback, and space to grow. We also spotlight what’s going well to keep morale intact. It’s about balance: addressing the issue while reinforcing their value. Most people don’t need pressure—they need to feel believed in.

When an employee’s performance is slipping, it’s important to approach the situation with empathy and a focus on support rather than blame.

Start with a supportive conversation—understand what’s causing the dip in performance. Offer guidance, not blame, and set clear, achievable goals. Recognize their strengths, provide constructive feedback, and encourage them with support and resources to improve. A little trust and motivation go a long way!"

Act quickly but thoughtfully – Don’t let issues linger. Have a private, respectful conversation – Create a safe space. Start with positives – Acknowledge their strengths. Be specific and objective – Focus on behaviours, not personality. Ask open-ended questions – Understand their perspective. Offer support and solutions – Training, resources, or adjusted goals. Set clear expectations – Define what success looks like. Follow up regularly – Show ongoing support and accountability. End on encouragement – Reinforce your belief in their potential.