An employee keeps missing deadlines or handing over work that needs correcting. As the owner or manager, you know a conversation is needed. The difficult part is deciding what to raise, what to bring and what a useful next step looks like.
Start with the specific work concern, the standard expected and what you still need to understand. CCG helps employers prepare for these conversations, coach the manager and work through the documentation and follow-up. This guide is a starting point for that preparation.
Describe the work that needs to change
Before arranging the discussion, write down the issues and the expectations attached to the role. Fair Work recommends focusing the conversation on the work concern and giving the employee an opportunity to respond. See its guidance on discussing employee performance.
A label such as “not taking ownership” leaves too much open to interpretation. Ask yourself what you actually observed. Was a client update late? Was information missing? Had the deadline or required standard been explained?
Hypothetical example: a professional-services manager is concerned about incomplete client updates. Their preparation note could identify which updates lacked the agreed next action, when that happened and where the expected format was explained. That gives the employee something concrete to discuss. It does not establish why the gaps occurred.
- Expected: what should the completed work have included?
- Observed: what happened, on which dates, and what records support that?
- Impact: what needed rework or follow-up?
- Unknown: what needs to be understood from the employee’s perspective?
Use the relevant records, rather than a collection of unrelated frustrations. Check that your notes distinguish direct observations from something another person reported.
Check expectations, support and the right process
Look at the role description, previous instructions and any changes to priorities. Consider whether training, workload, tools or unclear responsibilities might be contributing. These are questions to explore, not explanations to assume.
Before starting a performance process, check applicable award or enterprise agreement provisions, the employment contract and workplace policies. Fair Work distinguishes underperformance from serious misconduct; a routine performance conversation may not be the appropriate response to a serious allegation. Its performance and warnings guidance explains these distinctions.
If the concern involves a safety incident, a complaint, health information or a possible disciplinary outcome, seek advice about the appropriate process before settling the meeting approach. Avoid making conclusions from incomplete information.
Prepare to explain the concern and listen
Fair Work’s underperformance best practice guide recommends explaining the purpose in advance, providing relevant documents, allowing preparation time and offering the option of a support person. Arrange a private setting and leave enough time to hear the employee’s response.
For the hypothetical client-update example, an opening might be: “I’d like to discuss the information missing from these updates, hear what happened and work through what would help you meet the agreed format.” Adapt the wording to the actual facts and the process you are following.
Useful questions include:
- “How did you understand the expectation for this work?”
- “What got in the way of completing it?”
- “Is there information I have missed?”
- “What support would help you meet the expectation?”
Take time to consider the answers. If new information needs checking, explain that you will review it before deciding the next step.
Know what needs to happen after the meeting
The preparation should leave room for a practical outcome, rather than predetermine one. Depending on what emerges, this may involve clearer instructions, training or a more structured improvement plan.
Fair Work recommends documenting outcomes and allowing the employee to correct misunderstandings. Where an improvement plan is appropriate, specify the required change, support, responsibilities and a reasonable review period. What is reasonable depends on the role and work involved.
- Work standard: describe what satisfactory work will look like.
- Manager commitment: identify the instruction, training or other support to be provided.
- Review arrangements: name the person who will check progress and agree when to meet again.
Do not use a “three warnings” formula as a substitute for assessing the circumstances. Fair Work says there is no general rule requiring three warnings before dismissal. That does not remove the need for a valid reason and fair process. Get specific advice before issuing a warning or considering termination.
Where CCG can take work off your plate
You may need help with one difficult conversation, or ongoing support as managers work through employee issues. Through our HR advice and performance management support, we can help clarify the concern, review the proposed approach, prepare the manager, and develop appropriate documents and follow-up steps.
Bring the relevant role information, work examples and previous correspondence to the initial discussion. We will clarify the circumstances and agree the support and fees before work begins. For a broader cycle of regular reviews, see our separate guide to performance reviews in professional-services firms.
Have a performance conversation coming up?
Talk through the concern with CCG before the meeting. We can help you work out what to prepare and how to approach the next steps.
Sources checked 21 October 2026. General information for Australian employers; the applicable employment system, instruments, policies and circumstances need to be considered. The example is hypothetical and is not a client case study.