Ever walked into the office on a Monday and found that one team member’s work is consistently lagging? It’s a headache for any HR manager in Nairobi or Mombasa. This article outlines five practical steps to handle that exact situation.
We’ll look at how to have those tough conversations, provide support, and make fair decisions, all while navigating our unique Kenyan workplace culture. Getting this right protects your team’s morale and your company’s bottom line.
What Makes This List
This isn’t just theory from a foreign textbook. These five ways are chosen because they work on the ground in our Kenyan offices, where relationships and ‘utu’ matter. We’ve ordered them to start with and support before moving to more formal steps, because jumping straight to warnings often backfires here. They focus on practical actions you can take tomorrow to turn a situation around, or to handle it with fairness if it doesn’t improve.
1. Initiate a Private, Non-Confrontational ‘Kukaa Chini’ Session
Before any formal process, schedule a private, informal chat. The goal isn’t to accuse but to listen and understand the ‘why’ behind the performance dip. This human-first approach often reveals hidden issues like personal stress or unclear expectations that are easier to fix.
In Kenya, direct confrontation can cause an employee to ‘lose face’ and shut down. A good manager might suggest a chat over chai outside the office, creating a safe space. This respects our cultural value of heshima and can prevent a small issue from becoming a big HR case.
Your first move should always be a listening ear, not a written warning.
2. Document Everything with a Performance Improvement Plan (PIP)
If informal talks don’t work, you must get formal. A PIP is a structured document outlining clear, measurable goals and a timeline for improvement. This isn’t about setting someone up to fail; it’s giving them a fair and transparent roadmap to succeed, with your support.
Under Kenyan labour law, documented evidence is crucial for any disciplinary action. A PIP shows the Employment and Labour Relations Court that you acted in good faith. Think of it like a doctor’s prescription: it states the problem, the treatment (training, resources), and the expected recovery period.
Never proceed with formal action without this documented paper trail.
3. Connect Them to EAP or Affordable Local Support Services
Performance issues are sometimes symptoms of deeper personal problems. An Employee Assistance Program (EAP) offers confidential counselling. If your company doesn’t have one, you can direct staff to affordable local therapists or community health initiatives.
Many Kenyans struggle with financial stress, family pressure, or mental health but avoid seeking help due to stigma. You could recommend a session with a counsellor at a facility like Chiromo Hospital Group or even a trusted religious leader. Offering this support shows utangamano (solidarity) and can address the root cause.
Always have a list of vetted, affordable support resources ready to share.
4. Apply the ‘Three-Stage’ Disciplinary Procedure Fairly
When improvement isn’t happening, you must follow a fair disciplinary procedure. This typically involves a verbal warning, a written warning, and finally a hearing before termination. Each stage must be documented, and the employee must have a chance to be heard.
This process is not just company policy; it’s a requirement under the Employment Act. Skipping steps, like firing someone after one mistake at a Nairobi tech startup, can lead to a costly unfair dismissal suit at the industrial court. The law demands procedural fairness.
Follow each stage meticulously to protect both the employee and the company.
5. Facilitate a Dignified Exit When All Else Fails
Sometimes, despite all efforts, parting ways is the only solution. The key is to manage the exit with dignity. This includes a clear final settlement, a neutral reference letter if agreed, and a professional handover. How you treat someone on their way out impacts your remaining team’s morale.
In Kenya, ensure the final pay includes all accrued leave days and any notice pay as per the contract. A messy exit where someone has to follow up for their KES 50,000 terminal dues creates bad blood and hurts your reputation as an employer in our tight-knit professional circles.
Plan the exit process as carefully as you planned the support, ensuring a clean and respectful break.
Turning These Steps Into Your Office Reality
The core takeaway is that dealing with underperformance is a process, not a single event, and it must balance firmness with fairness in our Kenyan context.
Start by reviewing your company’s HR policy to ensure it aligns with the Employment Act, especially on disciplinary procedures. Bookmark the Federation of Kenya Employers (FKE) website for reliable templates and updates. Then, have an open discussion with your line managers about adopting a more supportive, documented approach, moving away from abrupt dismissals.
Handling these situations well is what separates a good workplace from a great one, building a team that is both productive and loyal.
The Bottom Line
Managing underperformance is ultimately about balancing our cultural value of community with the clear requirements of business and the law. It’s a journey from supportive conversation to structured action, always aiming for a fair outcome for both the employee and the organisation.
Take a moment this week to review your current approach—does it follow this supportive yet structured path, or is it time for a reset?
Frequently Asked Questions: 5 Ways HR Managers Can Deal with Underperforming Employees in Kenya
Which of these five ways is the most critical to get right from the start?
The initial private conversation is absolutely foundational. Getting this wrong by being too accusatory can poison the entire process and destroy trust immediately.
In our culture, how you start that first ‘kukaa chini’ sets the tone. If you skip this for a direct PIP, the employee may feel targeted and not engage genuinely with the support offered.
Do these steps apply differently for staff in different counties or rural branches?
The core legal steps, like the disciplinary procedure, are national under the Employment Act. However, your approach to support and local resources must be contextual.
For example, connecting an employee in a remote branch to an EAP might require more flexibility, and the informal chat may need to be even more relational, considering tighter community ties.
What if the underperforming employee is a long-serving, older staff member?
The process remains the same, but your approach must show extra heshima. The issue might be skill gaps with new technology rather than willingness.
Focus the PIP on specific training and mentorship, perhaps pairing them with a younger tech-savvy colleague, instead of framing it purely as a performance failure.
Where can I get official templates for a PIP or warning letters in Kenya?
The best source for legally sound templates is the Federation of Kenya Employers (FKE). Their membership provides access to updated documents that comply with current law.
You can also consult with a labour officer at your county’s labour offices for guidance on proper formatting and required content to ensure your documents are enforceable.
How quickly should I move from one step to the next if there’s no improvement?
Don’t rush, but be consistent. A PIP should have a clear timeline, often 30 to 90 days, allowing a real chance to improve. Moving too fast appears punitive.
Conversely, dragging it out for months without action is unfair to other team members and hurts overall morale. Stick to the agreed-upon review dates in your plan.
