underperformer

after two quarters, the underperformer was placed on a performance improvement plan.

the manager coached the underperformer with clear goals and weekly check-ins.

hr documented the underperformer’s missed deadlines and quality issues.

we reassigned the underperformer to a role better aligned with their strengths.

the team can’t afford to carry an underperformer during a critical release.

leadership decided to address the underperformer early rather than wait for burnout.

the underperformer received a formal warning after repeated policy violations.

instead of blaming others, the underperformer took ownership and asked for feedback.

the underperformer improved after targeted training and a lighter workload.

as a chronic underperformer, he struggled to meet even basic expectations.

the director refused to label her an underperformer without reviewing the data.

to protect morale, the supervisor handled the underperformer privately and respectfully.