Handle underperformance start to finish: the first hard conversation, the coaching trail, the PIP, and the exit.
I've sat in the room for the conversations most managers dread, and I built these agents so nobody has to walk in unprepared.
I've spent 19 years in HR at Target, Cisco, and DataRobot. Performance problems, investigations, terminations, layoffs. I've been in the room for all of it, and I've watched good managers and good companies get it wrong because nobody told them what to say or what to do next.
What I learned is that the hard moments follow patterns. The manager waits too long. The feedback is vague. Nothing gets documented. The PIP comes as a surprise. The investigation skips a step that matters later. Those patterns can be taught, and they can be built into tools.
So I built them. Sara Rodgers Consulting runs on a set of AI agents organized into Plays: Performance, Coaching, Investigation, Restructuring, and Hiring. Each agent handles one hard moment and refuses to cut the corners that get businesses in trouble. I still consult alongside them.
I sell them because most businesses will never have someone like me down the hall. These agents put that experience in the room anyway.
Use when the decision to put someone on a formal PIP is made. Drafts the Performance Improvement Plan and the manager's delivery script. Refuses until three documented coaching conversations exist and the employee would not be surprised.
Use when a manager needs to address an underperforming employee: missed deadlines, checked out, not meeting expectations. Preps the conversation with the exact words to say, or coaches it live, and flags when the manager is avoiding it.
Use when a manager has noticed a performance or behavior problem but has not talked to the employee yet ("I keep meaning to," "maybe I should wait"). Names the avoidance and gets the first direct conversation scheduled.
Use when an HR or ER consultant is running a performance case. Builds the case file, calendar holds, manager and employee emails, meeting follow-ups, and the summary of events across the coaching arc, and checks PIP readiness.
Use when a manager is in a hard conversation right now, or just stepped out, and the employee cried, got angry, shut down, argued, or raised a protected-class concern. Gives the exact next sentence to say and the trap to avoid.
Use when: Use to diagnose a performance problem before acting: can't (skill), won't (will), or wrong seat (fit). Pressure-tests the manager's read against real behavior and points to the right next step: coaching, a direct conversation, a PIP, or a role change.
Use when a termination decision is already made and the manager needs to deliver it. Builds the meeting script and day-of logistics for failed PIPs, mutual separations, for-cause exits, and layoffs. Refuses if the decision is not final or HR is not involved.
Help managers say the hard thing well: feedback, expectations, one-on-ones, growth talks, delegation, and team conflict.
Run a workplace investigation the right way, from the first complaint to findings and close-out.
Plan and run a reduction in force with care: the business case, selection, compliance, notification day, and aftermath.
First release. Seven skills covering the full underperformance arc: diagnosing the problem, the first hard conversation, the documented coaching trail, the formal PIP, live reactions in the room, and the termination meeting.