When an employee’s performance is unsatisfactory, managers have a responsibility to acknowledgethe problem and take corrective action. Most underperformance problems can be resolved when managers address them promptly. All line managers should receive some basic training in how to identify and address poorperformance. Manager needs to apply and interpret organisational policies and procedures to assist linemanagers to address underperformance.10.Support line managers to counsel and discipline employees who continue toperform below standard.If an employee continues to underperform, their line manager must take action in accordance withorganisational policies and procedures. You can provide assistance to line managers in a number ofways.A line manager dealing with an ongoing performance problem with the same person may needadditional skills to handle the problem and guide the employee back onto the right track. Failingthis, the line manager must be familiar with the disciplinary processes they can follow within thecontext of the workplace and the Australian industrial relations system.Counselling of an employee can be direct or indirect. Here is some further information on the twoprocesses. Direct counselling: This implies that the line manager needs to be close to the employee to takethem through the necessary steps to improve their performance or behaviour. However, it may bedifficult for the manager to dedicate the necessary time or resources to one employee. In thisinstance, the manager may use indirect counselling methods. Indirect counselling: This is more ‘hands-off’ and instead relies on the employee agreeing tomeasures the line manager provides. These measures may be actions such as attending training,adopting new workplace processes, modifying behaviour or adopting new reporting requirements.11.Provide support to terminate employees who fail to respond to interventions,according to organisational protocols and legislative requirements.it’s very important to treat departing employees with dignity and respect. Before you show them the door, though, are you certain you gave them opportunities to turn it around? This is not only fair to the employee, but it’s also the least costly solution for your company. If all else fails, when you tell them (privately) that you’re terminating their employment, you’ll want to briefly discuss why they were fired using these earlier interventions as context.In most cases, termination is a highly emotional experience and can leave employees feeling angry, confused, and bewildered. They also may have a lot of questions. You need to expect that, but don’t be overcome by your emotions. Your job is to manage your team, so be respectful but also firm. It will also help morale if your employees know you’re fair but also decisive.