POOR WORK PERFORMANCE: MANAGING UNDERPERFORMANCE BEFORE IT BECOMES MISCONDUCT

Written by Phumzile Eliya

Every employer hopes to build a team of skilled, motivated and dependable employees. In the Hairdressing, Cosmetology, Beauty and Skincare Industry, the success of an establishment depends heavily on the people who interact with clients every day. A talented stylist builds client loyalty, a professional beauty therapist creates memorable experiences, and an organised receptionist keeps the business running smoothly.

Yet there comes a point in almost every salon owner's journey when they begin to question whether an employee still belongs in the business.

It rarely happens overnight.

Perhaps your most experienced stylist, once fully booked weeks in advance, slowly starts losing clients. Complaints become more frequent, retail sales begin to decline and appointments take longer than they should. Your beauty therapist consistently falls short of treatment targets despite having the necessary qualifications, or your receptionist repeatedly makes booking errors that disrupt the day's appointments and inconvenience loyal clients.

Initially, these issues are dismissed as temporary setbacks. Everyone has bad days. Everyone experiences periods of reduced performance. However, when the pattern continues, frustration begins to grow. Managers start asking difficult questions, colleagues become affected by the additional workload, and someone inevitably suggests taking disciplinary action.

While that reaction may seem reasonable, it is often the wrong starting point.

One of the most common mistakes made by employers within the Hairdressing, Cosmetology, Beauty and Skincare Industry is treating poor work performance as though it were misconduct. Although both may negatively affect the business, South African labour law recognises a clear distinction between an employee who refuses to perform their duties and one who is genuinely unable to meet the required standard despite their best efforts.

Understanding that distinction is critical. It enables employers to manage performance fairly, retain valuable employees where possible and protect their businesses from unnecessary disputes before the Commission for Conciliation, Mediation and Arbitration (CCMA).

Understanding the Difference Between Misconduct and Poor Work Performance

Employers frequently confuse poor performance with misconduct because both have similar consequences. Productivity declines, client satisfaction suffers, and profitability may be affected.

However, the legal principles governing each are very different.

Misconduct occurs when an employee deliberately breaches workplace rules or refuses to comply with lawful instructions. Examples include dishonesty, insubordination, unauthorised absenteeism, theft or repeated lateness.

Poor work performance, on the other hand, relates to incapacity. The employee is not intentionally refusing to perform but is unable to consistently achieve the required standard.

Schedule 8 of the Labour Relations Act 66 of 1995 makes it clear that employers should first determine whether an employee knew the required performance standard, whether that standard was reasonable, whether the employee received appropriate guidance and training, and whether a fair opportunity to improve was provided before dismissal is considered.

The focus should therefore not be on punishment but on improvement.

Before taking any formal action, every employer should ask a simple but important question:

Why is this employee underperforming?

The answer often determines whether coaching, training, counselling or, in limited circumstances, dismissal may eventually become appropriate.

Looking Beyond the Symptoms

Performance problems rarely develop without reason.

A stylist who struggles to retain clients may require advanced consultation skills rather than disciplinary action. A beauty therapist who fails to achieve retail targets may never have received formal retail sales training. A receptionist who repeatedly makes scheduling errors may be unfamiliar with the booking software or working under unrealistic pressure during peak trading periods.

Personal circumstances may also affect workplace performance. Illness, family responsibilities, financial stress, emotional challenges or burnout can all influence an employee's ability to perform consistently.

This does not excuse underperformance, but it does require employers to investigate the underlying causes before reaching conclusions.

Effective performance management begins with understanding rather than assumption.

Setting Clear Expectations from the Beginning

One of the greatest contributors to poor performance is the absence of clearly communicated expectations. Employees cannot be expected to achieve standards they have never been informed of.

Every establishment should ensure that employees understand:

• Their specific duties and responsibilities.

• Client service expectations.

• Productivity or treatment targets where applicable.

• Retail expectations.

• Hygiene and sanitation standards.

• Time management requirements.

• Administrative responsibilities.

• Professional conduct expected within the workplace.

These expectations should be communicated during recruitment, reinforced during onboarding, and discussed regularly throughout employment.

Performance management should never begin only when problems arise.

Coaching Before Correcting

The most effective employers understand that leadership is about developing people rather than simply identifying shortcomings.

When performance concerns first become apparent, the initial conversation should focus on understanding the problem rather than imposing sanctions.

Meet privately with the employee. Explain the concerns clearly. Allow them an opportunity to respond. Ask whether there are obstacles preventing them from achieving the required standard.

Sometimes the employee is already aware of the issue and simply requires additional guidance or support. In other instances, the employer may identify training needs, operational challenges or personal circumstances that had not previously been considered.

These conversations should be constructive, respectful and solutions-driven.

Replacing experienced employees is expensive. Helping them improve is often the better investment.

Training Is an Employer's Investment in Success

The Hairdressing, Cosmetology, Beauty and Skincare Industry continues to evolve rapidly. New colouring techniques, treatment protocols, technology, products and client expectations require ongoing learning.

Employers cannot reasonably expect employees to excel if they have never received the necessary training.

Where skills gaps are identified, employers should consider:

• Product knowledge training.

• Technical refresher courses.

• Customer service coaching.

• Retail sales development.

• Mentorship from senior staff.

• Regular supervision and feedback.

• Practical demonstrations.

Providing appropriate support demonstrates that the employer has acted fairly while giving employees a genuine opportunity to improve.

Performance Improvement Plans

Where informal counselling has not produced the required improvement, employers should implement a structured Performance Improvement Plan (PIP).

A Performance Improvement Plan is not disciplinary action. It is a structured process designed to assist employees in achieving the required performance standards.

An effective Performance Improvement Plan should clearly identify:

• The areas requiring improvement.

• The performance standard expected.

• The support and training that will be provided.

• Reasonable review periods.

• Regular progress meetings.

• The possible consequences should satisfactory improvement not be achieved.

Throughout the process, managers should provide ongoing guidance, monitor progress objectively, and maintain detailed records of all meetings and support provided.

The objective remains improvement rather than dismissal.

Documentation Protects Everyone

One of the most common weaknesses in poor performance cases is inadequate documentation.

Employers often remember numerous discussions that were never recorded. Employees later dispute that any guidance or counselling took place.

Maintaining accurate records protects both parties and demonstrates procedural fairness should the matter later proceed to the Commission for Conciliation, Mediation and Arbitration.

Employers should document:

• Counselling sessions.

• Performance reviews.

• Training provided.

• Employee responses.

• Agreed improvement plans.

• Follow-up meetings.

• Progress achieved.

Well-maintained records demonstrate that the employer acted reasonably and gave the employee every opportunity to succeed.

When Dismissal May Become Appropriate

Despite genuine support and reasonable opportunities to improve, some employees may still fail to meet the inherent performance requirements of their position. Dismissal should always be the last resort.

Before reaching that stage, employers should be satisfied that:

• The employee understood the required performance standards.

• Those standards were reasonable.

• Adequate training and supervision were provided.

• Meaningful counselling took place.

• A fair opportunity to improve was given.

• Improvement remained unsatisfactory despite appropriate support.

• Alternative positions, where reasonably available, were considered.

Only once these factors have been addressed should dismissal for poor work performance be considered.

Common Mistakes Employers Make

The Employers Organisation for Hairdressing, Cosmetology and Beauty regularly assists employers with performance-related disputes. Many of these disputes arise because employers unintentionally follow the wrong process.

Common mistakes include:

• Treating poor performance as misconduct.

• Failing to communicate performance expectations.

• Providing insufficient training.

• Issuing warnings instead of counselling.

• Dismissing employees too quickly.

• Failing to document discussions.

• Measuring employees against inconsistent standards.

• Ignoring operational factors contributing to poor performance.

Avoiding these mistakes significantly reduces legal risk while creating a healthier workplace culture.

In conclusion, every employer wants a team that consistently delivers exceptional service. However, successful businesses are not built by replacing every employee who experiences difficulty. They are built by identifying problems early, providing meaningful support and creating opportunities for improvement.

South African labour legislation recognises that employees should be treated fairly when performance concerns arise. Employers who invest time in coaching, training and structured performance management not only strengthen their businesses but also foster trust, loyalty and professionalism within their teams.

The Hairdressing, Cosmetology, Beauty and Skincare Industry is built on people. Skills can be developed, confidence can be restored, and performance can improve when employers take the time to manage underperformance correctly.

Before reaching for disciplinary action, pause and ask one simple question: Have I given this employee every reasonable opportunity to succeed? The answer to that question may determine not only the outcome for the employee but also the long-term success of your business.