How to Tell an Employee Their Work Isn't Good: 15 Messages
Addressing an employee's performance issues can be daunting, especially when time is tight and emotions may be high. You're here because you care about both your employee and the quality of work. Below are fifteen messages you can use or adapt to address these situations with empathy and clarity.
Hi [Employee Name], can we meet for a quick chat? I want to discuss how we can bring some of your recent work to the next level.
Start with a private, one-on-one setting to keep the conversation supportive.
I appreciate your efforts on the [specific project]. There are a few areas where we could aim for improvement, and I'd love to discuss some strategies with you.
Be specific about the project to provide clarity and focus.
Thanks for your recent submission. Let's plan a time to go over it, as there are some quality standards we need to meet. How about tomorrow?
Scheduling a time for review shows you take the issue seriously.
I've noticed some areas where you're not quite hitting the mark. Can we discuss how I can support you in achieving the expected outcomes?
Offering support underscores your investment in their success.
Can we talk through the recent [task/project]? I think there's potential to refine some parts, and I'd like us to consider some adjustments.
I value your contributions, [Employee Name]. Let's discuss how we can align your work with our team's goals for better outcomes.
Hi [Employee Name], your project had some strong points, but a few aspects need tweaking to meet our standards. Let's brainstorm solutions together.
A collaborative approach can foster improvement.
I've reviewed your work and see room for improvement in [specific area]. Let's work on getting it where it needs to be. When can we discuss?
Clear deadlines can help prioritize the conversation.
I know you're putting in effort, but we're not quite there yet with [task]. Let's figure out where the gaps are together.
Empathy helps keep the tone constructive.
Let's catch up on your latest work. I've got some feedback that can help us improve the final product.
Hello [Employee Name], I'd like to go over some of your recent work with you. There are some quality concerns we need to address.
Your recent presentation missed a few key objectives. Let's look into how we can enhance it for next time.
Focus on future improvement rather than past mistakes.
I see you're working hard on [project], but it's not meeting our standards yet. Let's work together on an action plan to get us there.
Thanks for your hard work, [Employee Name]. There are some performance issues we need to address to match our goals.
Your last [type of work] was missing some important elements. I know you can turn this around, and I'm here to help.
No messages match those filters — try widening one. Or build a custom message for your exact situation.
What not to say
- ✗ "Your work is not good enough."
It can feel demoralizing without offering a path to improvement.
- ✗ "Why can't you get this right?"
This blames the employee rather than addressing the specific issue constructively.
- ✗ "You always make these mistakes."
Generalizes and doesn't address the specific issue, which can feel overwhelming.
- ✗ "This is unacceptable."
Harsh and unhelpful without context or solutions for improvement.
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Build a personal messageQuestions people ask
How do I start the conversation about poor performance?
Begin with recognizing effort, discuss specific issues, and suggest a collaborative plan for improvement. Maintain a supportive and non-confrontational tone.
Should I document these conversations?
Yes, documentation is important for tracking progress and providing clear records of what was discussed and agreed upon. It can be critical if performance issues persist.
What's the best setting for these discussions?
Choose a private, informal setting where the employee feels comfortable. Avoid public spaces to ensure the conversation remains confidential.
How soon should I address performance issues?
Address issues as soon as they become apparent. Delay can lead to bigger problems and the employee may not realize there's an issue until it's too late.