As a manager, encountering a team member whose performance raises doubts about their capability can be frustrating. But before labelling them as lacking in capability, it’s essential to pause and consider any mitigating circumstances.
Investigating underlying employee capability issues is a crucial first step. The employee may have recently moved into a new role and still be adjusting. They may be dealing with a health condition, a personal crisis, or burnout. Wellbeing and performance are closely linked, and a dip in one is often the first sign of a problem in the other; so ask how someone is doing, not just what they’re delivering.
Underperformance can also have historical roots. We’ve repeatedly seen employees labelled ‘problematic’ passed from manager to manager for lack of meaningful intervention in the past. Often that’s because managers haven’t been trained to have honest, constructive performance conversations, so the easier path is to avoid them and let the issue drift. Investing in that skill set through coaching and training is one of the most effective ways to stop ‘the problem’ being quietly shifted along.
Spotting a genuine capability issue in a busy environment is hard, and the rumour mill is not an accurate barometer. Watch for these indicators, but note that several overlap with everyday traits of neurodivergent colleagues (autistic, ADHD, dyslexic), so treat them as prompts to ask questions, not a checklist for a verdict:
- Consistent Underperformance: Repeatedly failing to meet expectations despite adequate training and support may point to an inability to handle the role.
- Difficulty Adapting: Struggling with changes to tasks, processes, or technology may need a different kind of support including for neurodivergent staff, who often do well once expectations are made explicit.
- Limited Problem-Solving: Frequently needing help with basic problems may reflect a capability gap, or it may mean the person is unclear on expectations or anxious about getting it wrong.
- Weak Strategic Thinking: In leadership roles, consistently missing the broader or long-term implications of decisions may signal a capability gap here.
- Lack of Initiative: Low enthusiasm or ownership can look like a capability issue, but is just as often disengagement, stress, or low confidence worth exploring, not assuming.
- Communication Issues: Difficulty expressing ideas or following instructions can hinder collaboration and can also reflect a more direct or literal communication style common among neurodivergent employees.
How to Respond to a Capability Concern
Once you’ve identified a possible capability issue, here’s how to respond:
- Schedule a Meeting: Discuss performance objectively with specific examples, and ask with genuine curiosity whether health, personal circumstances, workload, or role design is affecting how they work.
- Hold Regular Reviews: Don’t wait for poor performance to become obvious. Regular one-to-ones let you connect, support, and address issues before they escalate.
- Build Manager Capability: Managers can only have the conversations they’re equipped for. Train them in feedback, difficult conversations, and recognising stress, burnout, and neurodivergent working styles.
- Provide Training and Development: Offer targeted courses, mentoring, or coaching to build the employee’s skills and confidence.
- Set Clear Expectations: Staff want to know what’s expected of them. Outline goals and give regular feedback on progress.
- Prioritise Wellbeing: Make it part of the conversation, not an afterthought, check in, watch for signs of stress or burnout, and point to support such as an Employee Assistance Programme or occupational health.
- Provide Supportive Resources: Ensure access to tools, training, and mentoring. This may include reasonable adjustments changed working arrangements, alternative task methods, or specialised equipment and, for neurodivergent employees, adjusted communication styles or quieter working environments. Adjustments are specific to the individual and crucial for an inclusive workplace.
- Monitor Progress: Keep tracking and adjusting your approach and consider alternative roles if the employee continues to struggle despite support.
- Involve HR: If the role requirements still aren’t met despite well-documented support, work with HR on alternatives such as a formal performance improvement plan (PIP) and be familiar with your organisation’s policies before starting any formal process.
Dealing with capability concerns takes empathy, support, and clear communication and managers equipped through training to have these conversations well. Consider wellbeing and neurodivergence before capability. So before pressing the capability button, do your due diligence.