Managing Underperformance in Social Care Without Creating Risk

Underperformance in adult social care is rarely sudden. More often, it develops gradually through practice drift, pressure, role confusion or insufficient support. Within effective performance management and capability frameworks, the focus is not simply on correcting behaviour, but on managing risk early and proportionately. This approach also links closely to recruitment, as providers must demonstrate how they respond when appointed staff struggle to meet role expectations.

This article examines how underperformance can be managed without increasing risk to people who use services, staff teams or organisational assurance.

Why Underperformance Is a Safety Issue

In regulated care, underperformance is not just an employment concern — it is a safeguarding and quality issue. Missed risks, poor judgement or inconsistent practice can directly affect people’s safety, dignity and outcomes.

Effective providers recognise that delaying action often increases risk. Managing underperformance early protects:

• People receiving care and support
• Colleagues relying on safe team practice
• Managers and leaders accountable for oversight
• The organisation’s regulatory position

Identifying Underperformance Early

Early indicators of underperformance often appear before formal incidents occur. These may include:

• Inconsistent record keeping
• Missed supervision actions
• Repeated low-level concerns
• Increased reliance on agency or senior cover

Performance management systems should be designed to surface these signals early, rather than waiting for formal thresholds to be breached.

Operational Example 1: Addressing Practice Drift

In a domiciliary care service, managers noticed variation in how staff followed care plans during spot checks. No single incident triggered concern, but patterns emerged.

Using a capability-led approach, managers:

• Reviewed supervision frequency and quality
• Introduced observed visits for affected staff
• Clarified expectations through reflective discussion

Effectiveness was evidenced through improved consistency and reduced complaints over the following quarter.

Balancing Support and Accountability

Managing underperformance does not mean avoiding accountability. Instead, it requires proportionality. Providers should be clear about:

• What improvement is required
• What support will be provided
• What timescales apply
• What escalation will occur if progress is not made

This clarity protects both staff and the organisation.

Operational Example 2: Capability Improvement Planning

A supported living provider identified a senior support worker struggling with decision-making during incidents. Rather than immediate disciplinary action, a structured capability plan was introduced.

The plan included shadowing, reflective supervision and scenario-based discussion. Improvement was evidenced through incident reviews and staff feedback.

Commissioner Expectation: Proportionate Performance Management

Commissioners expect providers to manage underperformance proportionately and proactively. This includes evidence that risks are identified early, improvement is supported and escalation is used where necessary to protect service users.

Regulator Expectation (CQC): Safe and Effective Oversight

The CQC expects providers to take timely action when performance concerns arise. Inspectors look for evidence that underperformance is not tolerated where it creates risk, and that learning and improvement are actively managed.

Operational Example 3: Escalation Where Improvement Does Not Occur

In a residential service, repeated supervision and support failed to address unsafe manual handling practice. Managers escalated the issue through formal capability procedures.

This action protected residents, demonstrated leadership oversight and was referenced positively during inspection.

Conclusion: Managing Risk Through Early Action

Managing underperformance effectively reduces risk, supports staff and strengthens assurance. When handled early and proportionately, performance management becomes a protective mechanism rather than a reactive process.

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