A useful performance conversation distinguishes a specific event from a repeated pattern. The manager should be able to explain what happened, what was expected and how the difference affected the work.
Share concrete examples and ask for the employee's account before deciding what the pattern means. Check whether priorities, tools, training or workload contributed. Avoid treating a personality judgment as evidence of poor performance.
Agree on the improvement required, the support available and a review date. Document expectations in language both people understand. At the review, compare the work with the agreed criteria rather than introducing a different standard.
Open Sources Used
This page uses open and institutional references as a frame; the final decision still belongs to the company record, threshold and owner.
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Reading adjacent decision areas keeps the topic from becoming an isolated note.