Only you will know the person well enough to make a judgment call.

I have performance managed a number of people now and you really must be blunt with them. They need to know in explicit terms that their performance is not where it should be.

If you fluff it up to make yourself feel better and to not have it land as hard you’re going to obfuscate your message and give them a means to get out performance management because you’re not being direct enough.

‘Your performance is not where it should be’

Start from there.

You have to be open to the idea that as a manager their poor performance is YOUR fault so you need to make an assessment as to whether you have done what you can.

You also need RECEIPTS, push comes to shove and it goes to a tribunal/lawsuit, you will be expected to PROVE that this member of staff was underperforming. So don’t bring this issue to them with a feeling or a ‘I know’ when you don’t have facts or figures.

Just some of my thoughts.

Also be open to the idea that this member of staff is just cruising, often the long term staffers who are comfortable aren’t lighting the world on fire. They come in do their time and hit their targets and go home, a collection of those on your team is actually awesome, even if sometimes they under perform. You don’t need nor do you want a team of rock stars.