Managing Performance Issues with Remote Workers in Latin America

You hired someone in Latin America.

Things started great.

Maria agrees to every deadline but consistently delivers two days late. 

Carlos says “yes, no problem” in meetings but the work comes back incomplete. 

Your designer in Colombia stops responding quickly around certain times of year. Y

our customer service rep in Mexico seems overwhelmed but won’t ask for help.

Each of these has a specific cause. And a specific solution.

Let me walk you through exactly how to handle them.

Give Performance Feedback 

Now you’re ready to have the conversation.

But how you do this matters enormously in Latin American work culture.

Step 1: Start with warmth (2-3 minutes)

Don’t jump straight to the problem.

Open with genuine personal interest: “How’s your family? How was your weekend?”

This isn’t fluff. This builds the trust foundation that makes honest feedback possible in relationship-first cultures.

Step 2: State specific observations without judgment

“Over the last three weeks, the weekly reports came in on Thursday instead of Monday. The client feedback project was delivered on the 15th instead of the 12th.”

Not: “You’ve been missing deadlines and slacking off.”

Facts. No assumptions about motivation.

Step 3: Ask what’s happening from their perspective

“Can you help me understand what’s been going on?”

Then stop talking. Actually listen.

You might learn about internet outages. Family emergencies. Unclear priorities. Competing urgent requests. Things you had no idea about.

Step 4: Connect it to real impact

“When reports come late, I can’t review them before the client meeting, and that makes us look unprepared.”

Show why it matters for the work, not just that you’re annoyed.

Step 5: Ask what they need

“What would help you hit these deadlines consistently?”

Let them tell you. Don’t assume.

Create Performance Improvement Plans 

Now you co-create the solution based on what you learned.

Here’s what to actually do for common problems:

If the problem is unclear expectations:

Action: Create a written SOP document for their key responsibilities.

Include step-by-step processes, quality standards, examples of good work vs needs-improvement work, and who to ask when they’re unsure.

Set a training call to walk through it together. Have them do one task following the SOP while you’re available for questions.

If the problem is too much workload:

Action: Reduce their task load by 30-40% immediately.

Either remove lower-priority tasks, extend deadlines, or redistribute work to other team members.

Monitor for 2 weeks. If quality and timeliness improve, the workload was the problem.

Then add back tasks gradually, one at a time, until you find their sustainable capacity.

If the problem is missing skills:

Action: Provide specific training.

If they’re struggling with a tool (like your CRM or project management software), schedule 2-3 training sessions. Record them so they can rewatch.

If it’s a skill gap (like writing client emails or data analysis), either train them yourself, give them an online course with dedicated study time, or hire someone more experienced for that specific task.

Set a practice period where you review their work before it goes out, with specific feedback each time.

If the problem is poor internet or equipment:

Action: Provide a monthly stipend for better internet or coworking space access.

Even $50-100/month for upgraded internet often solves the “performance problem” immediately.

If equipment is the issue, either ship them better equipment or provide a one-time allowance to purchase it locally.

If the problem is burnout from overwork:

Action: Enforce reasonable hours and mandatory time off.

If your time tracking shows they’re working 50-60 hours when you’re paying for 40, you created this problem.

Reduce their workload. Tell them explicitly: “Stop working past 6pm. I don’t want you online on weekends.”

Give them a few days off to recover. Seriously.

If the problem is unclear priorities:

Action: Implement a daily or weekly priority system.

Every Monday, send a list: “This week, priority 1 is X, priority 2 is Y, priority 3 is Z.”

Use a shared task board where you mark tasks as High/Medium/Low priority.

In daily check-ins, start with: “What’s your top priority task today?”

This removes the guessing game.

If the problem is holiday/cultural timing:

Action: Plan around holidays, don’t fight them.

Keep that shared holiday calendar. Front-load work before major holiday periods.

If someone needs Semana Santa week off, plan for it. Don’t schedule critical launches during Fiestas Patrias in Chile or Carnival in Brazil.

This is working WITH culture, not against it.

Write It All Down

Whatever solution you agree on, document it in a shared place.

Create a simple Google Doc with:

• The specific issue you discussed
• What they committed to improve
• What you committed to provide (training, reduced workload, better tools, etc.)
• Concrete success metrics
• Check-in date (usually 2 weeks out)

Then ask them to summarize it in their own words. This catches misunderstandings immediately.

Put the check-in meeting on both calendars. Actually do it.

Monitor and Improve Remote Worker Performance

Two weeks later, have your scheduled check-in.

Review specific commitments with data

“Weekly reports came in on time 2 out of 2 weeks. That’s the improvement we needed.”

Or: “Reports are still coming late. Let’s figure out why.”

Use facts, not feelings.

Celebrate what’s working

If they improved, say so specifically.

“The client feedback has been really positive about your responsiveness this week. That’s made a real difference.”

Recognition matters enormously in Latin American work culture.

Adjust what’s not working

If something isn’t improving, dig into why together.

Was the training not enough? Is the workload still too much? Is there a missing tool or resource?

Don’t just repeat the same plan. Adapt it.

If they’ve improved, gradually increase responsibility

Once performance stabilizes, you can slowly add back tasks or complexity.

But do it gradually. One new thing at a time. Monitor how they handle it before adding more.

End The Work Relationship ( if needed)

If you’ve provided clear expectations, proper training, reasonable workload, necessary tools, and 4-6 weeks have passed with no improvement, you have a real performance problem.

Now you need to make a call.

Option 1: Move them to a different role

Maybe they’re in the wrong position. Are they struggling with customer service but great at data entry? Weak at writing but strong at design?

Consider if there’s a better-fit role on your team.

Option 2: Reduce to part-time

Maybe they’re good but not full-time good. Can they succeed in 20 hours/week instead of 40?

This often works when someone has strong skills but capacity issues.

Option 3: End the relationship

Sometimes it’s just not a fit.

Have a clear, respectful conversation: “I’ve provided training and adjusted workload, but the performance isn’t where we need it to be. I’m going to end the contract as of [date].”

Give at least one week’s notice, ideally two.

Common Mistakes When Managing Latin American Remote Workers

Let me save you from the traps I see constantly:

Skipping the relationship-building part

Jumping straight to criticism shuts people down in Latin American work culture.

Always start with warmth and connection.

Assuming it’s a motivation problem

Nine times out of ten, it’s actually a clarity problem, a training problem, a workload problem, or a resource problem.

Investigate first.

Using surveillance tools instead of fixing the real issue

Keystroke monitors and constant screenshots don’t improve performance. They breed resentment and turnover.

Fix the actual problem. Or don’t hire people you don’t trust.

Ignoring cultural communication differences

“Maybe” often means “no.” “I’ll try” often means “that’s not realistic but I don’t want to say no.”

Ask direct questions. Confirm understanding explicitly. Write everything down.

Expecting 24/7 availability

Several Latin American countries legally protect workers’ right to disconnect outside working hours.

Set explicit hours. Respect them. Use async communication outside those windows.