What Type of Performance Problem Do You Have?

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Quiz Questions

1.
How long has this employee been in their current role?
- A.
  Less than 6 months
- B.
  6 to 18 months
- C.
  More than 18 months
2.
When did the performance concern first show up?
- A.
  It's been there since they started
- B.
  It appeared after something changed: new project, new team, new responsibilities
- C.
  It developed slowly over time, with no obvious trigger
3.
If you asked this employee right now to describe what excellent performance looks like in their role, what would happen?
- A.
  They'd probably give a vague or incomplete answer
- B.
  They'd get some of it right but miss the parts that matter most to me
- C.
  They know exactly what's expected. We've discussed it specifically
4.
Have you given this employee direct, specific feedback — naming the exact behavior and its impact?
- A.
  Not yet, or only in general terms
- B.
  Once or twice, but not formally
- C.
  Yes, multiple times, clearly, and it's on record
5.
How does this employee respond when you give them feedback?
- A.
  We haven't had a direct feedback conversation yet
- B.
  They seem genuinely surprised, like this is new information
- C.
  They agree in the moment but don't follow through
- D.
  They push back, minimize it, or make excuses
6.
Is this employee performing well in any part of their role?
- A.
  Yes, they're clearly capable in some areas and struggling in others
- B.
  It's inconsistent. Some days or tasks are fine, others aren't
- C.
  No, the gap shows up across most of what they do
7.
Has this person had strong performance at any point — in this role or a previous one?
- A.
  Yes, they've performed well before
- B.
  I don't know their history well enough to say
- C.
  This pattern has been consistent throughout
8.
Do any other people on your team struggle with similar issues?
- A.
  Yes, this isn't unique to this employee
- B.
  Not really, but I could see how someone else might
- C.
  No, this is specific to this person
9.
Is any of this documented (feedback conversations, expectations, timelines) in writing?
- A.
  Nothing on paper yet
- B.
  Some informal notes, but nothing structured
- C.
  Yes, there's a clear record of feedback, expectations, and dates that has been shared with the employee
10.
What does your gut say is actually driving this?
- A.
  Honestly, I'm not sure they understand what I need from them
- B.
  They know what I need, but something else is getting in the way
- C.
  They know what's expected and they're choosing not to meet it

Quiz Outcomes

1.
Your Result: Expectation Gap
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What you're seeing has a name, and it's not a performance problem. Not yet.An Expectation Gap means there's a real distance between what you need from this employee and what they clearly understand you need. The behavior that's frustrating you isn't defiance. It's fog.This is the most correctable type of performance concern, and the most commonly misdiagnosed one. Most managers respond by documenting and escalating. That turns a clarity problem into a trust problem, and makes everything harder to fix.The right move here is a specific kind of conversation, done before anything else
2.
Your Result: Performance Pattern
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You're not overreacting. This is real.A Performance Pattern means there's a documented, consistent gap between what you need and what this employee is delivering. The signals point to a genuine performance issue, not a clarity problem or a bad stretch.This doesn't automatically mean termination. What it means is that you need a system: clear expectations set in writing, structured check-ins with documentation, and a defined timeline that gives the employee a real opportunity to course-correct.Without that system, two things happen. You carry the problem longer than you should, because without documentation you can't act. Or you move too fast without the paper trail and create legal and HR exposure for yourself.I spent 20 years in HR watching managers in exactly this situation. The ones who came out of it cleanly, whether the employee improved or not, were the ones who ran a real process. Not aggressive. Not emotional. Just airtight.That's what you need now.
3.
Your Result: Unclear Driver
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What you're dealing with is real, but it's not fully diagnosed yet.An Unclear Driver means there are genuine performance concerns here, and you're right to be paying attention. But something is muddying the picture: the cause isn't confirmed. And the path forward looks completely different depending on what's actually driving this.The critical question is whether this is a skill problem or a will problem.A skill problem means the employee doesn't have the capability, knowledge, or clarity to meet the standard. A will problem means they have the ability and aren't applying it. One calls for coaching and support. The other calls for a formal conversation with documentation.Treating a skill like a will damages trust and makes the gap worse. Treating a will like a skill signals that your standards are optional.You need one structured conversation before you decide which path to take. That conversation, done right, will tell you everything.