My Employee Is Bad at His Job but Keeps Saying He’s Doing Great
In a recent article from Inc.com, workplace advice columnist Alison Green tackled a dilemma that many managers face: an underperforming employee who consistently overestimates their abilities. The scenario, shared by a frustrated manager, highlights the challenges of addressing performance issues when an employee’s self-assessment starkly contrasts with their actual work quality.
The employee in question, who was recently hired for an administrative role, has responsibilities that include answering phones, greeting guests, and completing various assigned tasks. While he excels in customer service, his attention to detail is lacking, leading to frequent mistakes and missed deadlines despite extensive feedback and training.
What complicates the situation further is the employee’s unrealistic self-assessment. He often makes statements like, “You are going to be so happy when I show you what I’ve done for you!” or “You are going to love me, I am making your life so much easier!” only to submit work that requires significant corrections. In one instance, when the manager requested follow-up after task completion, the employee claimed he “always completes tasks immediately,” framing the request as a reminder of his efficiency rather than accountability.
This disconnect between the employee’s perception and reality is a source of frustration for the manager, who struggles with balancing the employee’s positive traits with his poor performance. The situation underscores the challenges managers face in addressing such issues, emphasizing the need for clear communication and structured feedback to align employee self-assessment with actual performance.
Alison Green’s Advice and the Broader Implications
Alison Green, known for her insightful workplace advice column “Ask a Manager,” has addressed this scenario with her characteristic pragmatism. Green, who has built a reputation for tackling everything from dealing with difficult bosses to navigating sensitive interpersonal issues, emphasizes the importance of clear communication and structured feedback in such situations.
Published on June 2, 2025, the article highlights Green’s approach to resolving workplace dilemmas. She suggests that managers should focus on specific, actionable feedback rather than general praise or criticism. In cases where an employee’s self-assessment does not align with their performance, Green recommends setting clear expectations and providing concrete examples of where improvements are needed.
Green also underscores the value of documentation in addressing performance issues. She advises managers to keep a record of feedback discussions, missed deadlines, and specific instances of subpar work. This not only helps in tracking progress but also provides a foundation for more serious conversations if the employee’s performance does not improve.
The situation described in the article is a common challenge for many managers, as it balances the need to support an employee’s growth with the necessity of maintaining high standards of performance. Green’s advice serves as a reminder of the importance of addressing such issues with empathy and clarity, ensuring that both the employee and the organization can move forward productively.
Conclusion
The scenario of an employee who underperforms yet overestimates their abilities presents a significant challenge for managers. It underscores the importance of clear communication and structured feedback in aligning an employee’s self-assessment with their actual performance. Alison Green’s advice emphasizes the need for specific, actionable feedback and thorough documentation to address such issues effectively. Managers must balance empathy with accountability to support employee growth while maintaining organizational standards. Addressing these performance gaps with clarity and empathy is crucial for fostering productivity and understanding within the workplace.
Frequently Asked Questions
How do I address an employee’s poor performance when they believe they are doing well?
Start with specific, actionable feedback. Provide concrete examples of where improvements are needed and set clear expectations. Regular follow-ups can help track progress and alignment with expectations.
What is the best way to give feedback to an employee with poor self-awareness?
Focus on specific behaviors and outcomes rather than general praise or criticism. Use concrete examples to illustrate points and tie feedback to clear, measurable goals.
Why is documentation important when addressing performance issues?
Documentation provides a record of feedback discussions, missed deadlines, and subpar work. It helps track progress and supports more serious conversations if performance doesn’t improve, ensuring fairness and clarity for both parties.
How can I support an underperforming employee while maintaining high standards?
Offer targeted support through training, mentorship, or additional resources. Balance this with clear expectations and regular check-ins to monitor progress and provide feedback.
What if an employee’s performance doesn’t improve despite feedback?
If performance doesn’t improve, consider a performance improvement plan. Documented feedback and clear expectations are crucial. If there’s no improvement, it may be necessary to explore other roles or consider termination.