Simplify underperformance section to become more succinct

---

title: Underperformance

description: We want team members to be successful and should offer every opportunity for them to work effectively.

date: 2025-09-04

---

## Introduction

We want all our team members to be successful! We continuously strive  to maintain a high standard of performance across the entire company and we are here to support our people leaders and team members along the way. We encourage regular and transparent communication across all areas of the business. We also fully recognize and accept that team members who do not meet the sustained performance expectations may be more successful at another company and we fully support those difficult conversations and decisions.

We want all our team members to be successful! We continuously strive to maintain a high standard of performance across the entire company, and we are here to support our people leaders and team members along the way. We encourage regular and transparent communication across all areas of the business. We also fully recognize and accept that team members who do not meet the sustained performance expectations may be more successful at another company, and we fully support those difficult conversations and decisions.

In all cases, we want a manager who asks the question "Is this the best person I could hire today?" to respond with a "Yes".

In all cases, we want a manager who asks the question “Is this the best person I could hire today?” to respond with a “Yes”.

## Managing Underperformance Handbook Learning Session

## Managing Underperformance

Managing and identifying underperformance can be one of the most difficult responsibilities of a manager, but it's also one of the most important. As a people leader, fairness and transparency is essential with all team members, as is addressing performance or conduct concerns  in a timely and structured way. You will be introduced to the signs to look for to identify underperformance, and we cover tips team members and managers can implement along the way.

Managing and identifying underperformance can be one of the most difficult responsibilities of a manager, but it's also one of the most important. As a people leader, fairness and transparency are essential with all team members, as is addressing performance or conduct concerns in a timely and structured way.

### Managing Performance at GitLab

GitLab strives to treat all team members with dignity and respect at all times. You can review GitLab's [Team Member Relation Philosophy](/handbook/people-group/team-member-relations#team-member-relations-philosophy) which outlines how we treat all team members and provides guidelines for how we address issues within GitLab. The kindest thing we can do for our team members is to address any issue early and to provide a supportive environment where they can improve their performance. Failure to act early can greatly affect the performance of the team as a whole. Effective teams require cohesion, collaboration, and actively engaging and performing team members to be successful in reaching their goals. Without this cohesiveness, there is a risk to the overall team and GitLab's success.

Managing a team member who is underperforming is one of the more challenging aspects of the manager role. Though challenging, it is expected that all people leaders manage performance  and provide team members with clear actionable feedback and guidance fairly and in a timely manner.  Failure to appropriately address performance concerns in a timely manner is a reflection on the manager's performance, and has a negative impact on the manager, team member, other team members and the business.

GitLab uses the skill-based and will-based performance model to identify the root cause of the team members' underperformance and to determine the suitable remediation plan. The remediation plan  will be based on the type of performance issue.

The Team Member Relations team is here to assist you in identifying the cause of the performance issue and can walk you through the performance management process that applies best to the situation. Below are definitions of skills-based and will-based concerns as well as the typical remediation plans. As with all situations, there may be unique circumstances that require unique remediation plans.

Managing a team member who is underperforming is one of the more challenging aspects of the manager role. Though challenging, it is expected that all people leaders manage performance and provide team members with clear, actionable feedback and guidance fairly and in a timely manner. Failure to appropriately address performance concerns in a timely manner is a reflection on the manager's performance, and has a negative impact on the manager, team member, other team members, and the business. GitLab uses the skill-based and will-based performance model to identify the root cause of the team member's underperformance and to determine a suitable remediation plan. The remediation plan will be based on the type of performance issue. The Team Member Relations Team is here to assist you in identifying the cause of the performance issue and can walk you through the performance management process that applies best to the situation. Below are definitions of skills-based and will-based concerns, as well as the typical remediation plans. As with all situations, there may be unique circumstances that require unique remediation plans.

### Inform the Team Member Relations Team

## Warning Signs/Patterns of Underperformance

How do you know if a team member isn't reaching their goals? Below are some common warning signs and patterns of underperformance as it relates to not meeting the expectations of the role.

How do you know if a team member isn't reaching their goals? Below are some common warning signs and patterns of underperformance as they relate to not meeting the expectations of the role.

1. Lack of results

1. Response time delayed

1. Unclear status of work

1. Frustration toward the team

1. Regular disagreements or confusion about individual / team the goals

1. Extended team frustration- Frustration from other team members

1. Team dynamic - teamwork, communication, delivery being affected

1. Other team members start working around them

1. Missed goals and timelines

These are all signs of a performance issue, however, are these performance issues skill-based or will-based? Knowing the root cause of the performance issue enables the manager and team member to have open and transparent conversations to implement a plan to improve performance.

2. Response time delayed

3. Unclear status of work

4. Frustration toward the team

5. Regular disagreements or confusion about individual / team the goals

6. Extended team frustration

7. Frustration from other team members

8. Team dynamic - teamwork, communication, delivery are being affected

9. Other team members start working around them

10. Missed goals and timelines

These are all signs of a performance issue; however, are these performance issues skill-based or will-based? Knowing the root cause of the performance issue enables the manager and team member to have open and transparent conversations to implement a plan to improve performance.

### Skills-based performance

Team members may have the motivation to be successful but performance is impacted due to the possible following reasons:

Team members may have the motivation to be successful, but performance is impacted due to the possible following reasons:

- A lack of technical capability to be successful in their current role

- A lack of soft skills/emotional intelligence to be effective in their current role

- Lack of motivation or not fully engaged

- Unprofessional behavior, actions or communication towards fellow team members

- Undesirable behavior that impedes the success of another Team member, Team or GitLab as a whole

- Undesirable behavior that impedes the success of another team member, team or GitLab as a whole

If a manager or any team member witnesses or is made aware of any team member behavior that violates our [Code of Conduct](https://ir.gitlab.com/governance/governance-documents/default.aspx) they should immediately reach out to Team Member Relations at `teammemberrelations@gitlab.com`.

As you begin to coach, refer to resources in the handbook and from Elevate for support.

1. [The GROW coaching model](/handbook/leadership/coaching/#grow-model) (As managers begin to coach, refer to important coaching resources in the handbook, also taught in Elevate:)

1. [The GROW coaching model](/handbook/leadership/coaching/#grow-model) (As managers begin to coach, refer to important coaching resources in the handbook, also taught in Elevate)

2. [Managing your Inner Fixer](/handbook/leadership/coaching/#managing-your-inner-fixer)

3. [The Trust Equation](/handbook/leadership/coaching/#the-trust-equation)

4. [Essential Coaching Skills](/handbook/leadership/coaching/#essential-coaching-skills)

Taking early action to address underperformance is an essential manager skill and one of the most important ways to improve results. As a people leader, it is best practice to inform your manager as a priority when you've identified possible underperformance and [always tell us the bad news promptly](/handbook/company/structure/#management-group). When a manager informs their leader, they can work together to ensure that underperformance is identified and that appropriate and agreed action is taken to address it.

## Frequency and Metrics

We expect at least 5% of our team members to experience explicit performance management on an annual basis, and we expect more than 50% to be successful. We track this in meetings like the People Group Key Review and [People Group Metrics](/handbook/people-group/people-success-performance-indicators/#performance-management) to make sure we're managing performance consistently and fairly across all divisions, and in all circumstances. However, we don't enforce any hard thresholds.

This results in a lower rate of involuntary attrition than comparable companies, which range from 5 to 15% annually. We justify this based on the up-front effort we put into the hiring process. Divisions have various quantitative and qualitative processes for ensuring new hires can be successful at GitLab. This includes, but is not limited to:

- Requiring two "strong yes" votes from the interview team to make an offer

- Requiring that candidates demonstrate all documented must-have criteria for the role

- Requiring that candidates demonstrate a simple majority of all nice-to-have criteria for the role

- Requiring that hiring managers write a "justification" scorecard that outlines the candidate's strengths, outlines their weaknesses, and articulates a plan for making them successful

- Requiring that hiring managers fill out a retrospection document for all unsuccessful hires

## Options For Remediation

Remediation options will vary based on whether the identified underperformance is due to a skill-based or will-based issue (and also in line with local applicable laws and regulations).

The expectation is that all team members are provided coaching and feedback prior to the decision to exit the team member.  However, it is important to note that in many cases we will not offer formal performance remediation or PIPs and will move to a separation with the team member if performance has not improved after documented coaching and feedback sessions.  This is due to the critical impact of underperformance on the team and on the organization and allows us to maintain our results focused and high performing culture.

Remediation options will vary based on whether the identified underperformance is due to a skill-based or will-based issue (and also in line with local applicable laws and regulations). The expectation is that all team members are provided coaching and feedback prior to a decision to exit the team member. However, it is important to note that in many cases we will not offer formal performance remediation or PIPs and will move to a separation with the team member if performance has not improved after documented coaching and feedback sessions. This is due to the critical impact of underperformance on the team and on the organization, and allows us to maintain our results-focused and high-performing culture.

## Coaching

[Coaching](/handbook/leadership/coaching/) is the preferred option to deal with underperformance and is the first step in addressing performance issues.

Managers are expected to address performance concerns (skill-based or will-based) in a timely manner. Managers should address concerns verbally during one-on-one meetings or in impromptu private coaching sessions with their team members. These conversations must be documented by the manager and shared with the team member so that both have access  to the record of the discussion and are in alignment on where improvements need to be made and within a specified timeframe. Documentation should be brief (a few key bullet points or a paragraph), and will normally be sent via email to the team member following the verbal discussion. See the example coaching email below:

Managers are expected to address performance concerns (skill-based or will-based) in a timely manner. Managers should address concerns verbally during one-on-one meetings or in impromptu private coaching sessions with their team members. These conversations must be documented by the manager and shared with the team member so that both have access to the record of the discussion and are in alignment on where improvements need to be made and within a specified timeframe. Documentation should be brief (a few key bullet points or a paragraph), and will normally be sent via email or documented in 1:1 notes following the verbal discussion. See the example coaching email below:

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Underperformance feedback should be included on your [1-1 agenda](/handbook/leadership/1-1/suggested-agenda-format/). Helping GitLab team members understand clearly how their performance is below the expected standard expected quickly is very important to foster immediate improvement and continued success.  Managers should be as specific as possible and provide clear examples of where the team member is falling short. Make sure the team member has the opportunity to respond to your concerns  and give them the time to explain their performance.  Keep an open mind, listen actively, and ask open questions when you want to find out more.  When discussing performance, it's important that the manager and team member are aligned on the expectations moving forward.  It is best practice for the manager to meet with their team member at least once a week to monitor and discuss their performance.be critical.

Underperformance feedback should be included on your [1-1 agenda](/handbook/leadership/1-1/suggested-agenda-format/). Helping GitLab team members understand clearly and quickly how their performance is below the expected standard is very important to foster immediate improvement and continued success. Managers should be as specific as possible and provide clear examples of where the team member is falling short. Managers should make sure the team member has the opportunity to respond to the concerns and give them the time to explain their performance. They should keep an open mind, listen actively, and ask open questions when you want to find out more. When discussing performance, it's important that the manager and team member are aligned on the expectations moving forward. It is best practice for the manager to meet with their team member at least once a week to monitor and discuss their performance.

There may be extenuating circumstances that need to be taken into consideration during the performance management process. This is an area where the Team Member Relations Team can provide a sounding board or a needed perspective.

### Internal Applications and Transfers during underperformance remediation

When in the process of underperformance remediation you are generally not eligible for transfer to other roles within GitLab. If the underperformance is exclusively a result of a skills mismatch (not of lack of motivation, commitment, delivery etc. or misalignment to our values) other roles within GitLab may be considered, however, a determination regarding your eligibility is at the discretion of your manager and People Business Partner.

When in the process of underperformance remediation team members are generally not eligible for transfer to other roles within GitLab. If the underperformance is exclusively a result of a skills mismatch (not of lack of motivation, commitment, delivery etc. or misalignment to our values) other roles within GitLab may be considered. However, a determination regarding your eligibility for such roles is at the discretion of your manager and People Business Partner.

When the underperformance is resolved and you want to transfer to another role, please review [the Internal Application Process](/handbook/people-group/promotions-transfers/#for-internal-applicants---different-job-family) for transfer. Please note that an internal reference will be conducted before the transfer is final, with this the documented underperformance may be discussed.

### Letting Someone Go

This should be discussed with Team Member Relations before any action is taken to ensure the process is compliant with local laws and regulations. As soon as it becomes apparent that a Team Member will be off-boarded from the company, we recommend that this is addressed immediately. The team member is entitled to know where they stand. Delaying the conversation causes problems with confidentiality (the Team Member may realize in another way, that they will be exiting the company) and can potentially escalate the issues for the team member, the manager and the wider team (working relationships could  be greatly affected).

This should be discussed with Team Member Relations before any action is taken to ensure the process is compliant with local laws and regulations. As soon as it becomes apparent that a Team Member will need to be off-boarded from the company, we recommend that this is addressed immediately. The team member is entitled to know where they stand. Delaying the conversation causes problems with confidentiality (the Team Member may realize in another way, that they will be exiting the company) and can potentially escalate the issues for the team member, the manager and the wider team (working relationships could be greatly affected).