When a staff member isn't performing as expected, it's natural to focus on the individual. But before concluding they're simply the wrong person for the job, it's worth asking a more important question.

Have you given them the best opportunity to succeed?

While poor performance can sometimes come down to an individual's skills, attitude or work ethic, it's often influenced by the systems, leadership and workplace environment around them. Even experienced, capable employees can struggle if expectations are unclear, training is limited or day-to-day processes make it difficult to do their job well.

Before taking formal performance management steps, consider whether your practice could benefit from reviewing the foundations that support employee success.

1. Start with your recruitment process

Many performance issues begin long before an employee's first day.

A strong recruitment process should assess more than technical skills. Consider whether candidates align with your practice's values, communication style and workplace culture. Behavioural interview questions and thorough reference checks can help you better understand how a candidate is likely to perform and fit within your team.

Someone can have an impressive CV but still be the wrong fit for your practice. Investing extra time in recruitment often saves considerable time and frustration later.

2. Make the first few weeks count

An employee's first few weeks have a lasting impact on confidence, engagement and productivity.

A structured induction should introduce new employees to your practice systems, workflows, team members and expectations. It should also provide opportunities to ask questions and receive regular support.

The sooner new employees feel confident in their role, the sooner they're likely to perform at their best.

3. Set clear expectations

Employees can't meet expectations they don't understand.

Provide a clear job description and discuss it together rather than simply handing it over. Explain what success looks like, how performance will be measured and what standards are expected.

For example, this might include maintaining accurate patient records, communicating professionally with clients, preparing consult rooms efficiently or supporting colleagues during busy periods.

Clear expectations reduce misunderstandings and give employees confidence about what they're working towards.

4. Communicate regularly

Regular communication keeps everyone aligned and helps identify issues before they become bigger problems.

Weekly team meetings provide an opportunity to share updates, solve problems collaboratively and ensure everyone understands current priorities. Individual check-ins are equally valuable, giving employees a safe space to ask questions, discuss challenges and receive guidance.

Many employees won't volunteer that they're struggling unless someone asks.

5. Give regular feedback, not just annual reviews

Performance conversations shouldn't only happen when something goes wrong.

Most employees perform better when they receive regular, constructive feedback throughout the year. Recognising good work is just as important as addressing areas for improvement because positive reinforcement helps build confidence and motivation.

Small conversations held regularly are often far more effective than one difficult conversation months later.

6. Remove obstacles to good performance

Sometimes the biggest barriers to productivity have nothing to do with the employee.

Outdated equipment, inefficient software, unclear procedures, poor rostering or inconsistent communication can all make it harder for staff to perform well.

Ask yourself:

If I were doing this job every day, what would frustrate me?

Viewing your practice through your employees' eyes often reveals simple improvements that benefit everyone.

7. Invest in training and development

No employee should be expected to know everything from day one.

Ongoing training helps employees build confidence, improve their skills and stay engaged in their role. It also demonstrates that your practice is invested in their professional development.

For veterinary nurses and support staff, opportunities to learn new skills, expand their responsibilities or develop specialist interests can improve both job satisfaction and staff retention.

8. Address performance issues early

Supporting employees doesn't mean avoiding difficult conversations.

Once expectations have been clearly communicated, appropriate training has been provided and barriers have been removed, employees should be accountable for meeting the standards of their role.

If performance isn't improving, address the issue promptly, fairly and respectfully. Early conversations are almost always more effective than waiting until small problems become major ones.

9. Lead by example

Culture starts at the top.

Employees pay close attention to how leaders behave. If managers communicate respectfully, remain accountable and demonstrate the standards they expect from others, those behaviours are far more likely to be reflected throughout the practice.

Leadership isn't just about setting expectations. It's about modelling them every day.

10. Review your remuneration and recognition

While salary isn't the only factor influencing performance, it does matter.

Employees who feel they're paid fairly and appreciated for their contribution are generally more engaged and committed. Competitive remuneration, genuine recognition and opportunities for career development all contribute to better long-term performance and staff retention.

Before You Label Someone an Underperformer

Take a moment to ask yourself:

• Did we recruit the right person for this role?
• Have we clearly communicated our expectations?
• Have we provided the training and support they need?
• Are we giving regular feedback and recognising good performance?
• Have we removed unnecessary barriers that make their job harder?

If the answer to any of these questions is "no", improving your systems may be just as important as improving the employee's performance.

High-performing veterinary practices don't simply hire good people. They create an environment where good people can do their best work. When recruitment, leadership, communication and workplace systems are working well, performance issues become easier to identify, easier to address and, in many cases, less likely to occur in the first place.

Disclaimer: This article is intended as general information only and should not be considered legal, HR or employment advice.