“When managing people, understanding the difference between a performance issue and a capability gap is crucial,” says Rhian Peebles, HR consultant and founder of The Sitch.

“Managers face a real challenge when deciding how to respond. Is it about addressing skill gaps or supporting personal challenges? And what happens if it’s a mix of both?”

And, even more importantly: where do you draw the line?

For many leaders and managers, it can be challenging to distinguish between capability issues and performance-related concerns, especially when mental health or personal issues are involved. Addressing these can feel uncomfortable, and without guidance, could lead to missteps.

In this HR mastermind session, we’ll explore the nuanced territory of performance vs. capability challenges, and how you can make informed, balanced, and empathetic decisions.

We’ll discuss:

• Recognising the issue. It’s all about understanding what’s truly happening versus what’s affecting someone’s ability to work. For example, if someone on your team is struggling with their mental health but has a manageable workload, ample time, and several adjustments in place, at what point can you identify this is actually a performance issue?
• Having the right support in place. Rhian suggests implementing a Capability Procedure to create clarity on both sides of the conversation. “We’re acknowledging that there are performance issues, but we accept that the employee thinks some of that is down to capability. Their health or ability to handle this work, due to multiple factors, is affecting their performance,” she says.
• The three-lens approach. Assess complex HR situations through legal, moral, and common-sense lenses. “If you’re looking through all three, you should be able to come up with the right answer,” says Rhian. But it’s much easier said than done…
• Avoiding judgement and bias. “Unfortunately, occasionally someone does play the system. Being burnt by someone doing that once really fucks up your ability to approach future instances with fresh eyes.”

Rhian will take us through a toolkit for tackling these issues in what can be a murky area for agencies, typically emotionally charged and varying on an individual basis – making a one-size-fits-all approach challenging.

“It’s how you approach various scenarios with defined boundaries, almost like a flowchart: ‘What do I do when X, Y, and Z happens?’”

“Instead of an instant snap response to reduce workload, encourage employees to suggest adjustments that would work for them. Encourage a two-way dialogue; it fosters a proactive mindset.”

How are you handling performance and capability issues in your agency? Are you confident in your approach? If not, this session will provide the clarity and structure you need to lead with empathy and precision.