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Managing Poor Performers
When you discover that an employee is not measuring up, the problem can sometimes be resolved with additional instruction or coaching. Sometimes, all that is needed is a brief conversation to turn poor performance around. Other times, changing the behavior and attitude of a substandard employee is far more difficult. In reality, it requires far more effort, energy and attention to detail for someone to improve from a substandard performer to a mediocre worker than it does for someone's performance to improve from 'meeting expectations' to 'exceeding expectations.'
One technique intended to improve performance is coaching. Coaching involves providing the substandard employee with feedback. Some keys to coaching and feedback include:
- Provide factual information
- Try to remain positive
- Celebrate successes
- Don't be judgmental
- Provide comments on an ongoing basis
- Show appreciation for honest effort even if task was not accomplished
- Provide recognition when things are going well
- Don't provide all the answers. There is some benefit to allowing subordinates to try to figure out their own problems.
Sometimes an individual will be incapable of performing the duties assigned to them. If the performance problem stems from aptitude rather than attitude, it may be possible to transfer the employee to another position where his or her skills and talents are a better match. One of the most important tools for any manager is the ability to recognize their subordinates strengths and weaknesses and assign them to tasks that make use of their strengths. At risk employees deserve:
- To be told about management’s concerns about their performance;
- To be given specific goals to achieve, along with a reasonable timeline in which to make the needed improvements;
- To be told how and when their performance will be measured, and
- To be told the consequences if their performance fails to improve within the
time frame established & specifically include termination of their employment.
One final thought: Managers that fail to terminate poor performers after giving them adequate warning are acting irresponsibly. These managers risk alienating other employees who will recognize that the substandard performance is not being addressed. Co-workers quickly become resentful about the fact that they must pick up the slack and do or re-do the work the unsatisfactory employee is not doing.
© 2010 by Michael C. Dennis. All Rights Reserved