How to Deal with Struggling Junior Resources in Software Development ?

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The concept of underperformance among junior developers often has deep roots in product management practices and leadership behaviors. These factors significantly influence the "how they do" and "what they are capable of" aspects of these fresh and often younger talents.

If you work within a software team, I invite you to pause for a moment and read what I have to share. Perhaps it will help you take a more critical stance on what you can do when underperforming resources are influenced by poor management or mismatched assignments.

We hire junior talents with the same passion they display during the recruitment process. As seniors looking for new candidates, we can feel it — the excitement is palpable. We see their resumes brimming with enthusiasm (aside from any degrees or minor experiences), and our interviews turn into amazing chats and retrospectives.

It's the same feeling you get when you talk to HR and wait for that positive response. Then, one fine day, that talent finally joins your team and your projects. I've experienced that feeling more than once. Yes, I'm one of those who do this job with passion and curiosity from the very first day of my career.

That's just my nerdy nature, right?

A Real Story

I remember one particular time when a phenomenal, magnificent, wonderful junior talent — let's call him Aron — dramatically underperformed once onboarded into our Scrum team.

What happened then? Well, we certainly didn't know at the time the causes of this significant gap between our expectations and reality. Absolutely not!

The main culprit project was integrated into a Scrum process with tight deadlines every two weeks, which obviously required strong stress management.

You may ask: was the onboarding perhaps not so good at the time? Well, maybe. But other "less talented" resources nailed their developments easily and delivered pretty solid code quality too.

Now, you might wonder: "Hey, maybe this 'talent' wasn't so good, and we just misjudged his capabilities." But heck, no! We were 100% sure this engineer was a gem, a talent to cultivate, someone who just needed time to grow and bloom.

And so, we waited. We helped Aron with deep technical onboarding, showed him how to handle both simple and complex tasks, and tried to help him manage his stress by proposing the most flexible approach possible.

But after four months, there were still no positive results. Unfortunately, we were already waiting for our boss to show up and ask us to let him go. What a shame.

A Spark of Insight Changes Everything

Then, one sunny and fantastic morning, I was reviewing a few user stories in our backlog to plan the next sprints with my PO when I suddenly came across a not-so-old request from another company department.

It was for the implementation of a cool and productive feature of our B2B product. This feature was planned for the subsequent year, so there was no immediate need, but it was there, waiting to be explored someday.

Can I say I saw the light turning on above my head? Well, kind of!

My first thought: why don't we give Aron another chance? Why not let him work on this other task and develop a prototype? Architecturally speaking, it was similar to what he'd worked on in college before graduation.

My manager agreed, proposing a four-week trial using a new Kanban board accessible only to the three of us. Original estimations for this feature were about six months, and we had nothing to lose. So, why not give him a try?

Yes, the first issue was replacing him in the original Scrum team, since we still needed ongoing features delivered. Fate lent us a hand. Another great talent we had hired two years before — let's call her Melissa — had just completed another platform project. We could move her to replace Aron and support the team pretty easily.

Now, you want to know what happened with Aron. Well, he broke every possible record, writing code like a train for three straight weeks (15 working days) and completed the prototype project, leaving literally everyone in the IT department speechless.

Can you feel the satisfaction? Do you want to feel it? Remember to trust your teammates, always. In software development, everything changes and evolves around a team.

It's clear what happens when this circle is broken: misunderstandings, stress, and strict deadlines feel like slaps in the face when issues arise.

If you suspect a junior resource is struggling due to a misalignment in tasks, consider giving them a safe, dedicated sandbox to explore. This low-risk environment can unlock hidden potential and let them shine without the pressure of tight sprints.

As a team member first, and then as a senior engineer and technical lead, I can tell you that there are always signs — subtle, but there — where you might recognize those little stains in a group of junior developers working alongside seniors. These struggles are often solvable if we adapt our approach.

Recognizing the Root Causes of Underperformance

Reflecting on Aron's initial struggles, I began to realize underperformance isn't always a straightforward issue of skill deficiency or lack of effort. There's usually more beneath the surface.

In Aron's case — and in many others I've encountered — the causes were more nuanced. One major factor was the mismatch between his skills and the tasks he was assigned.

We put him in a high-pressure Scrum team with relentless deadlines, expecting him to adapt quickly to a workflow that didn't play to his strengths. It's like asking a creative writer to crunch numbers all day — they might manage, but their true potential remains untapped.

I remember another junior developer, Sara, who excelled in front-end design but was initially assigned back-end tasks. She struggled until we recognized the mismatch and realigned her responsibilities. Once we did, her performance soared.

The fast-paced, high-pressure environment can be daunting for someone fresh out of college. Constant sprints and relentless deadlines left little room for Aron to find his footing.

We thought we had provided sufficient onboarding, but perhaps we had overestimated his ability to navigate complex projects without more hands-on guidance.

Sometimes, as seasoned professionals, we forget how overwhelming it can be to step into a new environment with little practical experience.

There were also communication gaps. Expectations weren't clearly set, and feedback was sporadic. Without regular check-ins, Aron might have felt adrift, unsure of how to improve or whom to turn to for help.

Make regular one-on-one meetings part of your routine. A quick 15-minute chat every week can reveal a lot — from hidden anxieties to interests you didn't know your junior dev had. These conversations often solve small issues before they become big ones.

Applicable Strategies

Our experience with Aron prompted us to rethink our approach. Here are some strategies we developed, grounded in the lessons we learned:

We paid closer attention to junior developers' strengths. Assigning Aron to the prototype project — something aligned with his college work — let him thrive. This reminded us that people perform best when engaged in work that resonates with them.

We set up regular one-on-one meetings, not just for performance reviews but as open dialogues. Simple questions like, "How do you feel about your workload?" helped uncover issues early.

Another junior dev, Alex, admitted he was struggling with a particular tech stack. We arranged additional training, and his confidence and performance improved significantly.

We paired juniors with seasoned team members. This mentorship provided guidance and a safe space to ask questions. I took Aron under my wing during the prototype project, holding daily check-ins and always being ready to troubleshoot or brainstorm together.

Recognizing that not everyone adapts at the same pace, we broke tasks into smaller, more manageable pieces. When we did this with Aron, it reduced his stress and improved the quality of his work. Clearly stated goals and well-defined expectations are powerful motivators.

Consider using smaller, well-defined tasks (micro-tasks) for new team members. It helps them taste success early and often, building momentum and confidence one small win at a time.

The Role of Leadership

Leadership is fundamental in how underperformance is addressed and resolved. We shifted our leadership style to be more empathetic. Instead of questioning Aron's capabilities outright, we sought to understand his perspective.

I recall a time early in my career when a manager listened to my concerns — it made a world of difference, and I wanted to offer that same support to my team.

Modeling the behavior you expect from others is key. By being open about your own challenges and how you overcame them, you encourage a culture of transparency.

Leaders must ensure goals and expectations are clearly communicated. Ambiguity leads to confusion, so make clarity a priority.

Instead of viewing underperformance as a problem, see it as a signal to adjust your approach. When we reassigned him to the prototype project, we gave him a chance to excel.

His success didn't just help him; it inspired others to take initiative and support each other. Our team became more cohesive and understood that every member's success contributes to the whole.

This experience also prompted us to revamp our onboarding process, introducing new hires more gradually to projects and giving them time to acclimate.

Don't be afraid to experiment. If a new developer is stuck, try changing their environment or letting them tackle a creative side task. You might unlock a skill set you never knew they had.

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Final Thoughts

Dealing with underperformance is never easy, but it's an integral part of team management and leadership. It grants a culture that values open communication, continuous learning, and mutual support, we can create an environment where all team members have the opportunity to reach their full potential.

In the world of software development, where technologies evolve rapidly and project demands shift constantly, adaptability is more than just a nice-to-have — it's essential. Embrace it, encourage it, and watch your team — and your products — thrive.