Address Performance Gaps Early and Fairly

Small gaps are easier to address when the manager acts while the facts are clear. Waiting until frustration builds can make the conversation feel like a surprise. Start by separating an observed action or result from an assumption about attitude, effort or intent.

Prepare one or two specific examples: what happened, when it happened and what standard or agreed expectation applied. Check that the expectation was communicated, that the employee had the training and resources to meet it, and that the comparison is fair. A single difficult shift may need a check-in, not a conclusion about a person's capability.

Speak privately and describe the gap calmly. Explain the effect on the customer, team or task. Ask for the employee's perspective and listen for missing information, unclear instructions, workload barriers or a support need. Do not promise confidentiality beyond company process or discuss sensitive matters in front of the team.

Agree what should happen next: the expected action, any practice or support, who will provide it and a reasonable review date. Be clear about what you can decide as the store manager. If the issue may involve health, conduct, discrimination, safety or a formal performance process, consult the designated people partner and follow company policy rather than handling it informally.

Record factual notes through the approved route and complete the follow-up you agreed. At review, compare evidence with the expectation and recognize improvement. If the gap remains, continue with the company's process and seek the right guidance. Fairness means consistency, an opportunity to respond and a clear record of support as well as concern.