By: Dessie Barton, People & Culture Consultant
A missed deadline. A recurring communication issue. Work that consistently needs correction.
Many performance concerns start small. Yet managers often hesitate to address them because the conversation feels uncomfortable, they aren’t sure what to say, or they worry about creating conflict.
In many cases, the challenge is not recognizing the issue, but knowing when to step in, how to raise it constructively, and what to do if the conversation becomes difficult.
In British Columbia, managers are entitled to set reasonable expectations, provide feedback, evaluate performance, and address concerns. The key is doing so reasonably, respectfully, and with consideration for obligations under BC employment and human rights legislation.
Addressing performance issues early gives employees an opportunity to improve and helps prevent small issues from becoming much harder to manage.
Why Do Managers Delay Difficult Performance Conversations?
Managers may put off difficult conversations with employees because they:
- Want to avoid conflict or an uncomfortable reaction
- Worry about damaging the employee relationship
- Aren’t sure how to communicate the concern
- Fear the employee may view feedback as bullying or harassment
- Don’t feel they have enough documentation
- Hope the problem will resolve itself
Often, managers know a concern needs to be addressed but feel less confident about how to handle the conversation or respond if the employee becomes defensive.
While waiting can feel easier in the moment, it often creates a more difficult conversation later.
Performance Management Is Not Bullying or Harassment
Some managers hesitate to provide critical performance feedback because they worry an employee may perceive it as harassment.
WorkSafeBC specifically distinguishes reasonable management action from workplace bullying and harassment. Reasonable actions can include providing work instructions, supervision and feedback, evaluating work, managing performance, and taking appropriate disciplinary action.
WorkSafeBC provides additional guidance on workplace bullying and harassment.
However, how feedback is delivered matters. Performance management should focus on facts, expectations, and improvement, not humiliation, intimidation, or personal criticism.
Understanding this distinction can also help managers approach legitimate performance concerns with more confidence.
Why Waiting Makes Performance Issues Harder
| Addressing Concerns Early | Waiting Too Long |
| Gives employees an opportunity to improve | Can leave employees feeling blindsided |
| Reinforces expectations | Creates uncertainty about what is acceptable |
| Addresses issues while they’re specific and recent | Allows small concerns to become patterns |
| Can often remain an informal coaching conversation | May eventually require a formal process |
| Creates a clearer record if concerns continue | Makes documentation more difficult |
Employees can’t correct a performance issue they don’t know exists. When managers repeatedly overlook concerns, employees may also reasonably believe their performance is meeting expectations.
If the issue is raised much later, the employee may reasonably question why the concern was not addressed earlier or why behaviour that appeared acceptable has suddenly become a problem.
Delays can also affect the broader team when employees see expectations being applied inconsistently or unresolved performance issues continuing over time.
How Managers Can Handle Employee Performance Issues Earlier
1. Focus on Specific Behaviour
Avoid vague or personality-based feedback.
Instead of saying, “You need to be more reliable,” explain the specific issue:
“The last three reports were submitted after the Friday deadline. Going forward, I need them submitted by 3:00 p.m. each Friday.”
Clear examples make it easier for employees to understand what needs to change.
2. Don’t Wait for a Formal Review
Not every performance concern requires a formal meeting or disciplinary process. For managers dealing with early signs of underperformance, a timely conversation can often clarify expectations before the issue becomes more formal.
Managers should also make sure the employee understands what acceptable performance looks like going forward, rather than focusing only on what went wrong.
3. Give the Employee an Opportunity to Respond
Performance conversations should be two-way discussions.
Ask whether anything is contributing to the issue and listen to the response. The employee may raise workload concerns, unclear expectations, training needs, competing priorities, or other factors the manager was not aware of.
In some situations, a performance concern may be connected to a disability or another protected characteristic under the BC Human Rights Code.
The BC Human Rights Tribunal provides further guidance on human rights obligations in employment.
If information arises that could trigger a duty to accommodate, managers should involve HR rather than making assumptions or requesting unnecessary medical information.
4. Set Expectations and Follow Up
Employees should leave the conversation understanding:
- What the concern is
- What needs to change
- What support is available
- When the manager will follow up
Recurring or significant concerns should also be appropriately documented.
Building Manager Confidence for Difficult Conversations
Difficult conversations become easier when managers have a clear framework for handling them.
Managers should know how to provide constructive feedback, set expectations, document concerns, respond to difficult reactions, and recognize when HR should become involved.
Strong performance management is not about managers becoming more confrontational. It is about giving them the structure and confidence to address concerns early, clearly, and consistently.
Pivot HR Services’ Leadership Development and Management Training can help managers build practical skills for feedback, difficult conversations, and performance management.
For more complex employee performance concerns, Pivot HR’s HR Advisory Services can also help employers determine appropriate next steps.
Frequently Asked Questions
1. Can performance management be considered workplace bullying or harassment in BC?
Reasonable management action is not considered workplace bullying and harassment under WorkSafeBC’s framework. This can include reasonable feedback, performance evaluation, performance management, and discipline. Managers should still ensure these actions are carried out professionally and respectfully.
2. Does every performance conversation need to be documented?
Not every informal coaching conversation requires formal documentation. However, recurring or significant concerns should be documented, particularly if more formal performance management may eventually be necessary.
3. What if an employee says a medical condition is affecting their performance?
The organization may have accommodation obligations under the BC Human Rights Code. Managers should involve HR and focus on understanding workplace restrictions or accommodation needs rather than making assumptions about the employee’s condition.
Next Steps
Performance concerns are easier to manage when they’re addressed early, clearly, and consistently.
At Pivot HR Services, we help 120+ Canadian employers strengthen manager capability and navigate performance concerns through leadership training, coaching, and ongoing HR advisory support.
If your managers need more confidence handling difficult performance conversations, or you need support with an active employee concern, contact Pivot HR Services to discuss the right next steps.