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I will talk to person and try to find out that does he has capability to do his role or not.
Does he understand his role clearly or he has some doubt or ambiguity.
Is he aware that he is not doing good
I will counsel him and tell him expectations and give him a time
If he needs extra training, will arrange it
Mostly situation improved.
I have to guide him, focus for his performance talents and raise his skills by training program.
The question is, are the employee given real-time assistance, feedback, and coaching or monthly performance review? If yes, as the immediate manager I will help him cope with the challenges and take it from there.
Example, if he is having a problem with products specification, communication perhaps, computer or technical issues or financial issues, I will endorse him/her for a training and give him/her glide path (for improvements) within 3 months. Then constant monitoring and performance feedback (without involving the company yet).
If there is no improvement, I will enroll him/her in a performance program (granting there is one available, now involving company action) a coaching and counseling perhaps, even utilize SMART/STAR/GROW methods for our objectives and if still not working to follow company measures but honestly, that is the last thing I'll do but hypothetically this is the ideal.
For as long as the main issue is not behavioral I don't mind covering the employee as long as I can. I always believe it's up to the manager/supervisor when to involved Talent Engagement. As I am not fun of turf, I'll keep a hold of the employee.
