Coaching an Underperforming Employee After Leave: A Guide for Employers

When an underperforming employee returns from leave—be it medical, parental, or personal—employers are often left wondering how best to manage the situation without violating legal boundaries or damaging team morale. It’s a sensitive balancing act between addressing performance issues and complying with employment laws. 

Consider the following best practices, legal considerations, and people-focused strategies for handling these scenarios with professionalism and empathy. 

1. Avoid the Temptation to Delay Performance Conversations

Although you may be anticipating a problematic employee to soon be gone so you can finally have tensions go away, you need to have a performance conversation with them before they leave. If you are concerned about stressing out the employee, delaying the conversation until after they return will only have a much more stressful impact. They may also perceive the timing of your conversation as discriminatory for taking leave. In other words, addressing performance before a problematic employee takes leave is much more vital than after they return. 

If, however, there is no window to have this conversation prior to the employee leaving, make it happen as soon as possible once they return. While it may be tempting to postpone addressing performance concerns until “a better time,” this approach often delays the inevitable and allows underperformance to persist, sometimes for months or longer.  

As soon as the employee returns, you must be ready to promptly reengage with the individual’s performance. Avoiding the conversation only prolongs the issue and risks signaling to other team members that underperformance is tolerated. And when employees underperform, your organization may also experience decreased service quality, dissatisfied clients, and damage to the company's reputation. 

How Do You Start the Conversation? 

If you documented performance issues before they took their leave, use those records as the foundation for your post-leave discussions. Be kind but direct with the employee to ensure clarity. 

2. Understand the Legal Landscape

Before initiating any conversation or performance management activity, consult with your Stratus HR expert or legal team to ensure you follow the company’s responsibility to comply with leave-related regulations. The laws that apply may depend on your organization’s size and location, such as: 

FMLA (Family and Medical Leave Act) 

• Requires employers with 50+ employees to provide eligible employees with up to 12 weeks of unpaid, job-protected leave. 

ADA (Americans with Disabilities Act) 

• May require reasonable accommodations for employers with 15+ employees, including extended leave or adjusted job duties, for employees with qualifying medical conditions. 

Laws for Nursing Mothers 

• Per the Federal Labor Standards Act (FLSA), nursing mothers are entitled to a reasonable break time and space (other than a bathroom) to express breast milk for up to one year after the baby is born. Employers with fewer than 50 employees may not have to provide the required break time and space if it imposes an undue hardship. 

State-specific leave laws 

• Many states have additional requirements beyond federal law that cover issues such as paid leave, job protection, nursing mothers, etc. 

No employment decision, especially when related to discipline or termination, should appear retaliatory or linked to the leave. Proper documentation of performance issues that pre-date the leave is your strongest safeguard before taking any disciplinary action. 

3. Identify Causes of Underperformance

Before taking steps to address poor performance, try to identify the root cause behind the employee’s underperformance. They may have been struggling due to personal life challenges, inadequate training, or a lack of clear expectations. It's possible that their personal challenges were resolved during their leave or were a result of a manager who has since changed roles. 

A one-on-one meeting is an ideal setting to have an open and honest conversation with the employee. Use this opportunity to ask thoughtful questions and actively listen to their perspective. Are there challenges outside of work that may impact their focus? Do they feel they have the necessary skills and training to meet expectations? Is there confusion about their responsibilities or performance standards? 

By identifying the root cause of underperformance, managers can tailor their approach—whether that means clarifying expectations, offering additional training, or providing support for personal challenges. Addressing these issues head-on not only helps the employee get back on track but also demonstrates a commitment to their growth and well-being.  

4. Plan a Return-to-Work Conversation

One of the most effective and underutilized tools is the return-to-work meeting. This should be scheduled soon after the employee is back and serves several important purposes: reset expectations, communicate changes, and create a plan.  

Reset Expectations 

Similar to the hiring process, you can use this time to reestablish performance standards and job expectations. Clearly define what meeting expectations looks like for the employee. This is valuable across the board; every employee deserves clarity about what is expected and how success is measured. 

Communicate Changes 

If the organization has undergone structural, procedural, or personnel changes during the employee’s absence, communicate those updates openly. Emphasize open communication to ensure they feel comfortable asking questions and sharing their concerns about the changes.  

When an employee returns from leave and finds the work environment has changed, they can feel disoriented. A clear rundown of what has changed helps them reintegrate more easily and feel like a valued team member. 

Create an Action Plan 

As part of the return-to-work process, it's important to develop an action plan that includes specific steps, regular check-ins, and accountability to support the employee's improvement. Clarifying the next steps for the employee ensures everyone is aligned and knows what to expect moving forward. 

If performance was a concern prior to the leave, this meeting is a natural point to introduce a performance improvement plan (PIP) or a less formal coaching plan. Providing feedback is a crucial part of this process, as it helps identify specific issues and sets clear expectations for improvement. 

As part of the plan, you should act as their coach, supporting the employee's development and guiding them toward better performance through ongoing feedback and encouragement. 

5. Address Role Fit and Development

Sometimes, poor performance is not simply a matter of effort or attitude—it can be a sign that the employee is in the wrong role. When a team member’s skills and abilities don’t align with the requirements of their current position, it can lead to decreased productivity, frustration, and a lack of job satisfaction. As a manager, it’s important for you to regularly assess whether each employee’s strengths are being fully utilized in their current job. 

If you notice ongoing performance issues, consider whether the employee’s talents might be better suited to a different role within the organization. Having an open discussion about their interests, skills, and career goals can help determine if a change in responsibilities or a new position would be a better fit. 

Developing the Right Person 

Once you’ve determined that the employee is in the appropriate role—or identified a better fit—it’s time to focus on development. Developing the right person means providing targeted support, resources, and additional training to help them excel. Work with the employee to identify both strengths and areas for growth, then create a plan to address any skill gaps. 

This might include offering formal training programs, pairing the employee with a mentor, or providing regular coaching sessions. By investing in employee development, you empower team members to build confidence, improve their performance, and contribute more effectively to the team’s success. 

6. Provide Additional Training and Support

Helping underperforming employees improve often requires more than just feedback—it demands a commitment to ongoing training and support. Start by evaluating the employee’s current workload and identifying specific areas where additional training or resources are needed. This proactive approach ensures that the employee has the tools and knowledge required to meet their performance goals. 

Providing support can take many forms, from one-on-one coaching and mentoring to enrolling employees in formal training programs designed to develop key skills. Regular check-ins and progress tracking are essential for monitoring improvement and identifying any new challenges that arise. Constructive feedback, delivered consistently, helps employees stay focused and motivated as they work toward their goals. 

Why should you put so much effort into an employee who has a history of underperforming?  

People's performance can change with the right attitude and support. Showing your employees that you are in the business of developing staff members can not only increase loyalty but improve morale. And, considering the cost of turnover, it is usually more cost-effective to train and develop employees than it is to start over with the recruiting and hiring process. 

7. Reintegrate Thoughtfully

Coming back to work after an extended absence can be emotionally and mentally challenging, even for high performers. Your managers should foster a workplace culture that supports reintegration. 

Here are a few ways to do that: 

• Start with empathy – Express genuine care for the employee’s well-being and readiness to return. 

• Offer flexibility – Consider a phased return or remote work option, where applicable and feasible. 

• Set short-term goals – Focus on achievable milestones in the first few weeks back to build momentum and confidence. 

• Encourage a healthy work life balance – Support employees in taking time off when needed and promote well-being alongside professional responsibilities. 

Empathy does not mean ignoring performance issues; it means approaching them in a way that respects the human side of work. 

8. Document Everything

Documentation protects both the organization and the employee. Keep records of: 

• Pre-leave performance discussions and coaching efforts 
• Leave approval and related accommodations 
• The return-to-work conversation, including what was discussed and agreed upon 
• Ongoing performance evaluations and feedback 
• Specific examples of performance issues and improvements 

Clear documentation helps ensure your actions are fair, legally defensible, and consistent. 

9. Be Consistent with All Employees

Fairness is not just a legal obligation; it’s a cultural imperative. All employees should be held to the same standards, regardless of leave status. If other team members receive regular feedback, performance reviews, and coaching, that should also be the case for those returning from leave. 

Avoid assumptions such as: 

• “They’ve just returned—I shouldn’t overwhelm them.” 
• “It might seem like I’m punishing them for taking leave.” 
• “I’ll wait until the next review cycle.” 

Instead, focus on what is fair and necessary to help the employee succeed in their role, while also maintaining consistent standards for all employees. Both managers and employees share the responsibility to uphold these standards, and it's important to hold employees responsible for their performance and progress. This approach ensures accountability and supports ongoing growth for everyone on the team. 

10. Engage HR Early and Often

Human Resources’ role is to act as a strategic partner and compliance guardian. Your managers should involve HR from the moment a performance concern arises, and again when an employee prepares to return from leave. 

Key HR responsibilities may include: 

• Advising on legal implications 
• Drafting performance improvement plans when employees underperform 
• Coaching managers on how to have effective conversations 
• Mediating return-to-work meetings (if needed) 
• Establishing and guiding performance management processes to ensure clear workflows and structured procedures for addressing employee performance issues 

The earlier HR is involved, the more prepared everyone will be to handle the situation constructively. 

Conclusion: From Pause to Progress 

There's a great opportunity with resetting expectations of a returning employee and potentially turning around someone who, with the right support and clarity, might thrive. Set expectations, provide positive feedback, and support the employee with coaching and training to help them succeed. 

If, after these efforts, the employee is still underperforming, disciplinary action may be necessary as a last resort. But don't delay; choosing to ignore the underperformance can negatively impact team morale and customer satisfaction, leading to broader business consequences. 

For more information, please contact your certified HR expert. Not a current Stratus HR client? Book a free consultation and our team will contact you shortly.