In any professional workplace, it’s common to encounter employees who aren’t meeting expectations. However, the reasons behind underperformance can vary significantly. Understanding the difference between someone who “isn’t performing” versus someone who “can’t perform” is crucial, especially when mental health concerns are apparent.
What’s the Difference?
Isn’t Performing: This phrase typically refers to someone who has the ability to perform their job effectively but is choosing not to, or is failing to meet expectations due to factors within their control. Reasons for this might include a lack of motivation, disengagement, poor time management, or even external distractions. The key aspect here is that the person has the ability to perform or address to a large degree the reasons behind underperformance.
Can’t Perform: On the other hand, someone who “can’t perform” is struggling due to factors outside their control, which may include mental health issues, physical health challenges, or personal circumstances that make it impossible to fully meet job expectations. This is not about choice or effort but about a genuine inability to perform due to underlying issues.
Mental Health and Performance: The Overlap
Mental health plays a significant role in both scenarios. A person who “isn’t performing” may be dealing with mild to moderate mental health issues such as stress or acute anxiety, which can lead to disengagement or lack of focus. In contrast, someone who “can’t perform” might be facing more severe mental health challenges such as burnout, depression, PTSD, or chronic anxiety, which directly impair their ability to function in their role.
Spotting the Difference
Identifying whether an employee isn’t performing or can’t perform requires keen observation. Here are some ways to differentiate between the two:
Behavioural:
Isn’t Performing: Look for signs of disengagement, such as frequent absenteeism, procrastination, or a sudden decline in the quality of work. These individuals might still engage socially, even if their work suffers.
Can’t Perform: More severe or pervasive changes in behaviour are common. These individuals might withdraw completely, display noticeable fatigue or emotional distress, or struggle with basic tasks. Their overall demeanour might shift drastically, indicating deeper underlying issues.
Communication Patterns:
Isn’t Performing: These individuals might avoid communication related to work but are otherwise communicative. They might express frustration or boredom but can engage when necessary.
Can’t Perform: A person struggling to perform due to mental health issues might avoid communication altogether. When they do communicate, it may be disjointed, overly emotional, or reflect a sense of hopelessness.
Consistency and Duration:
Isn’t Performing: Underperformance may be inconsistent, with periods of good performance interspersed with declines. The issue might improve with feedback or changes in the work environment.
Can’t Perform: The inability to perform is often consistent and sustained over time, regardless of interventions. It may worsen as the mental health issue remains unaddressed.
Approaching the Issue
Regardless of whether an employee isn’t performing or can’t perform, the approach should be compassionate and adapted to the individual. Consider what is happening at work, whether there are significant changes in structure or role that may be impacting. We can never make the assumption someone is choosing to underperform without first examining the potential for workplace contributing factors.
For those who aren’t performing, consider performance improvement plans, clearer goal-setting, or discussing possible motivational strategies. Open communication about their challenges can often yield insights and solutions.
For those who can’t perform, it’s crucial to prioritise their mental health. Encourage them to seek professional help, provide access to mental health resources, and consider reasonable adjustments to their workload or responsibilities to accommodate their needs. Avoid making decisions for individuals without first having an open and honest conversation.
Conclusion
Understanding the difference between an employee who isn’t performing and one who can’t perform is essential for providing the right support or intervention. Mental health can play a significant role in both scenarios, and recognising this distinction can lead to more effective interventions and, ultimately, a healthier workplace for everyone.
