Here's how you can address underperforming team members fairly and constructively.

Underperforming teammates often face issues with one of the reasons, skills or understanding or mindset. If we assess their skill or understanding levels, we can focus on performance improvement for those with a good learning curve. However, if they lack the mindset to adapt to new technologies, results may not improve. In such cases, the company, with its various divisions and teams like scientists, developers, and support, can consider shuffling team members within their levels to better utilize their qualities.

I have never met anyone who wanted to do a bad job, just like I've never met anyone who wanted to make a project late so that they'd be under increased pressure to get it done later down the road. So if you have someone who is under-performing it is important to understand that they're doing the best they can on that particular assignment at that time and approach them with the intent to build them up and help them, not to tear them down. This is an opportunity for team building, if handled properly. The next step is to have a conversation, explain the problems that you see and ask the person how you can help them. This is a chance to set the expectations that they should be able to perform at a higher level and to help them do so.

To address underperforming team members effectively, start by identifying specific performance issues. Have a private, empathetic conversation to discuss these problems openly. Set clear and achievable goals, and provide the necessary support through resources and training. Monitor their progress regularly with ongoing feedback, and adjust your approach if needed. Consider any external factors that might be affecting their performance. This balanced approach promotes improvement and shows the organization’s commitment to the team member’s growth and overall team success.

Para identificar los motivos del bajo rendimiento a veces no alcanza con analizar solamente el contexto laboral (patrones, procesos, falta de habilidades, etc.), también hay que informarse respecto a la relación con su equipo de trabajo; y ocuparse de conocer su contexto familiar/particular externo al ámbito laboral, ya que muchas veces el bajo rendimiento tiene orígenes externos que si los ignoramos no daremos nunca con la solución. Ejemplos: El mejor miembro no tendrá un buen rendimiento si tiene un hijo enfermo, atraviesa un divorcio, las metas laborales no se ajustan a sus metas personales, perfil incompatible, etc. La solución solo será posible si se identifica correctamente el origen (interno/externo) del bajo rendimiento.

Recognize that not all people learn the same way. Some people learn best through self-teaching, others by taking courses and still others learn by discussion with others. Take some time to talk with the developer and learn how they prefer to learn so that you can help target them to appropriate resources. Given they are part of a team, this might be a great chance to employ a little pair programming with one of your senior developers. This can be an enormous positive influence in the life of a developer because they get the chance to work closely on problems with your most senior staff. They'll feel good about the opportunity and they get immediate feedback on how they're working.

As a leader, transforming an underperforming associate into a strong team player is crucial. While all the seven points mentioned are important, starting with open dialogue is essential. Effective communication is paramount; understanding the colleague's situation is critical. As a leader, demonstrating vulnerability to show empathy helps create an atmosphere of trust, fostering open communication on both sides. After establishing trust, address performance concerns, set clear expectations, and identify areas for improvement. Finally, the leader must act as a coach, providing guidance to bridge skill gaps or align tasks with the associate's strengths, ensuring they get back on track.

An example is when the whole team has the mindset that they are there to make all the other members successful. Also assigning one person to offer to be available to work and they are given the time to do this as goals for them.

One way that I have seen that usually causes harm to the individual is having them first hear about an issue during a yearly review. They need to have continuous feedback during the year. Often a gentle reminder that they missed a deadline or such is all it takes. Asking a team member to help them and seeing what that team member sees can be eye opening. Your being open to understanding each member of the team and what motivates them goes a long way to help everybody.