By: Dessie Barton
Performance management is one of the most common and most challenging responsibilities for managers. In many BC workplaces, leaders are promoted for their technical expertise, not necessarily their ability to manage people. As a result, performance issues often go unaddressed until they escalate into larger risks.
For BC employers, common signs of weak performance management include delayed feedback, inconsistent expectations, poor documentation, unclear goals, over-reliance on HR, and sudden escalation to termination. When these patterns are addressed early through manager training, structured documentation, and clear expectations, employers are better positioned to reduce risk while supporting fairer outcomes for employees.
Below are some of the most common signs we see that managers may be struggling to effectively manage performance, and what that can mean for your organization.
What do we mean by “performance issues”?
Performance issues typically arise when an employee is not meeting expectations related to:
- Quality or accuracy of work
- Productivity or output
- Communication and collaboration
- Reliability (attendance, deadlines, follow-through)
Under the Employment Standards Act (British Columbia), employers are responsible for managing employment relationships fairly and consistently. While the Act does not prescribe how to manage performance, poorly handled performance concerns can lead to legal risk, particularly in termination situations.
6 Signs Your Managers May Be Struggling
1. Avoiding difficult conversations
Managers delay addressing issues, hoping they will resolve on their own.
What this looks like:
- Feedback is vague or overly positive
- Concerns are only raised during formal reviews
- Issues resurface repeatedly
Risk: Problems escalate, making corrective action more difficult later.
2. Inconsistent expectations across employees
Different team members are held to different standards.
What this looks like:
- “High performers” are given more flexibility
- Underperformance is tolerated in some roles but not others
- Policies are applied unevenly
Risk: Perceived unfairness can lead to disengagement—or even complaints under the British Columbia Human Rights Code if inconsistency intersects with protected grounds.
3. Lack of documentation
Conversations happen, but nothing is formally recorded.
What this looks like:
- No written summaries of performance discussions
- No record of expectations or improvement plans
- Reliance on memory when issues escalate
Risk: Limited ability to support decisions if termination becomes necessary.
4. Jumping straight to termination
Managers escalate too quickly without structured intervention.
What this looks like:
- No progressive discipline
- No opportunity for improvement
- Sudden decisions after long periods of inaction
- Limited documentation of expectations, coaching, or warnings
Risk: Terminating an employee for poor performance can be risky when expectations, feedback, and opportunities to improve have not been clearly documented. In BC, employers must meet minimum notice or pay requirements under the Employment Standards Act (British Columbia), and common law obligations may go further. In many cases, poor performance alone may not meet the threshold for just cause, especially if the employer has not taken a fair and structured approach.
5. Over-relying on HR to “fix” issues
Managers defer accountability instead of leading performance conversations.
What this looks like:
- HR is asked to deliver difficult messages
- Managers avoid direct feedback
- Limited ownership of team performance
Risk: Erodes leadership credibility and delays resolution.
6. Unclear or shifting expectations
Employees are not set up for success from the start.
What this looks like:
- No clear goals or KPIs
- Changing priorities without communication
- Feedback that contradicts the earlier direction
Risk: Employees cannot reasonably meet expectations they don’t understand.
Quick Comparison: Strong vs. Struggling Performance Management
| Area | Strong Management | Struggling Management |
| Feedback | Timely, specific, ongoing | Delayed, vague, avoided |
| Documentation | Consistent and clear | Minimal or non-existent |
| Accountability | Manager-led | HR-led |
| Approach | Proactive | Reactive |
| Fairness | Consistent across the team | Inconsistent application |
What Employers Can Do
If these signs feel familiar, the solution isn’t necessarily more policy; it’s better support for your managers through practical training, clearer expectations, and stronger performance management practices.
Practical next steps:
- Provide training on giving clear, constructive feedback
- Implement simple documentation tools and templates
- Clarify expectations for performance management responsibilities
- Introduce structured approaches (e.g., coaching conversations, PIPs)
- Ensure alignment with BC legal requirements and best practices
For many organizations, this is where external guidance can make a meaningful difference. Pivot HR regularly supports clients with performance management frameworks, documentation, and coaching through complex situations.
Key Takeaways
- Performance issues rarely resolve on their own; early intervention is critical
- Inconsistent or undocumented management practices create legal and cultural risk
- Managers often need practical tools and coaching, not just policies
- Aligning with BC legislation helps reduce exposure while supporting fair outcomes
FAQ
- When should we move to a formal performance improvement plan (PIP)?
When informal coaching has not resulted in improvement, or when the issue is significant enough to require clear, documented expectations and timelines. - Can we terminate an employee for poor performance in BC?
Yes, but it must be handled carefully. Employers must meet minimum requirements under the Employment Standards Act (British Columbia), and in many cases, common law requires reasonable notice. A lack of documentation can increase risk. - Do all performance issues require progressive discipline?
Not always. Some situations may warrant immediate action, but in most cases, a fair and structured approach is recommended to reduce risk and support improvement.
Final Thoughts
Strong performance management is one of the most important, and most overlooked, drivers of organizational success. When managers are equipped with the right tools and support, issues are addressed earlier, teams perform better, and risk is significantly reduced.
If your team is navigating ongoing or complex performance challenges, Pivot HR can help you put practical, legally sound processes in place. Contact us today to book a free consultation.