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4477
Phone: 281.880.6525
Underperforming
Employees May
Be Salvageable
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It's easy to spot underperformance, but correcting it is a different matter. The
fact is, effectively managing your workforce, especially problem employees,
just doesn't come naturally to most people. Here's some guidance to
potentially help turn around an employee who is missing the performance
mark.
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Tackling the Problem
When an employee is underperforming, begin the performance management
process with these two steps:
1. Clearly define the nature and degree of the underperformance.
2. Determine whether you've done the best job possible in helping the
employee to be successful. For example, is the employee aware that you
consider his or her work subpar? Have you put it in writing as well as had
discussions with the employee?
Staff members who aren't sure whether they're on the right track often wait
for feedback, rather than proactively seeking guidance. That means you need
to act at the first sign an employee isn't meeting expectations, rather than
hoping the situation will remedy itself.
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If the individual has worked under other supervisors in previous jobs within
the company, a quick meeting could be productive, before talking with the
employee. Describe the issues you're having, and ask the previous supervisor
whether the same type of problems were present in the past. If the answer is
"no," that may help set the agenda for your discussion with the worker.
The conversation might proceed along these lines:
2. Let the employee know that your objective is to work together to find a
solution.
3. After discussing the specific performance issues, ask how you can help the
employee turn around the situation, with some possible suggestions in
mind. There may be issues you aren't aware of, such as tools that are in
disrepair or missing, or poor lighting in the employee's workspace. So be
open to his or her input.
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4. Provide the employee with any written materials you may have or can
put together about the employee's tasks and expectations. For
example, are there manuals, guides and checklists about how to do the
job properly?
The discussion could also reveal that the employee, while generally qualified
for the position, needs some training to fulfill all the requirements of the job.
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Accepting Criticism
How well the worker responds to the initial part of the performance
discussion will influence how you wrap it up. If he or she is concerned,
cooperative and motivated to improve, you can end with the remedial plan
you devise. If, instead, the employee is defensive and unrepentant, giving no
indication of a willingness to change, it may be time to describe the
consequences of a lack of improvement.
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Job Descriptions
To determine the milestones, go back to the written job description to see if
it's clear enough. Depending on the job, measuring progress may be easy,
such as by seeking a higher output rate for a standard unit of product or
service. Of course, it's not always that easy, and it may require some serious
thought. Whatever you decide, don't leave this unaddressed. It's not enough
to say "I'll know good performance when I see it.
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The clearer the job description, the easier it is to hold employees accountable for
specific performance metrics. Take a look to see if it provides a framework you
can use for measuring progress. If it doesn't, it should be revised. An example of a
metric for progress that's harder to measure let's say, for an office assistant
might be something like this: Within the first 90 days of employment, complete
cross-training with the receptionist so you can efficiently fill that position as
needed.
Follow-up discussions to look at performance improvement should be just that
discussions, not lectures. Before offering your assessments, seek the employee's
own opinion of his or her progress. You may see more improvement than the
employee does, and that can give you an opportunity to encourage him or her
with a little praise.
The worst mistake you can make in an employee turnaround effort is to lay out a
detailed remediation plan, then neglect to follow up and review progress with the
employee. That's especially true if you promise adverse consequences for a lack
of improvement and then nothing happens. Failing to follow up wastes everyone's
time, and the employee may either conclude you weren't serious to begin with,
or that he or she has improved enough.
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When Your Best Efforts Fail
Doing all the right things to try to turn an underperforming employee into a
valued worker is no guarantee of success, of course. After you've given it your
best shot, you may decide the employee just isn't right for his or her current
role. Is there another area in the company that seems like a better fit? If so,
explore the possibilities with other managers and then with the worker.
If the employee simply isn't salvageable to work for your company at all, act
promptly. The former employee will probably be better off finding a job that's
more suitable to his or her skills and interests. And in the end, your workforce
will likely benefit by higher production and improved morale. Be sure to
document all of the steps you took to try and turn the situation around, and
consider consulting legal counsel to ensure you're in compliance with all
applicable laws.
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