You have to move fast to manage employees with poor performance. Our bad performance checklist is intended to boost productivity levels inside your company, whether you're seeking for guidance assistance on handling an underperforming team.
Workers aren't machines. Because you are managing people when you lead a team, work life isn't always predictable. The group's overall performance and production levels may occasionally astound you, but other times, subpar work will show its ugly head. You'll need a plan of action to get things back on track when this occurs.
Everything you need to manage under performance is included in our comprehensive performance checklist, which includes formal procedures that can be followed if performance doesn't improve and how to discuss bad performance with an employee.
Managing poor performance checklist
Item #1: Define the core performance issues
You must first understand the fundamental performance issues at hand before you can address subpar performance. The issue needs to be measurable. You need to be able to articulate the problem that is causing subpar work output. The most important and fundamental step is this one; without it, there is no way to address subpar performance.
Analysing the employee's work performance is the first stage in this process. Examine the way your employee works. Compile information and data to determine the precise cause of the problem.
Let’s assume that low productivity is correlated with subpar performance. It is not sufficient to report that a member of your team is unproductive when discussing their performance. Why do they not produce anything? Give details. There might not be enough sales. It might be a failure to meet deadlines. It needs to be measurable, regardless of the cause. If the issue is behavioural, you can better explain it by consulting the behaviour or competency framework (if applicable) inside your organisation.
Leave rumours at the door when you meet with your employee to talk about their performance. Talk about specific instances, be prepared with emails or any other supporting material you can gather and show that your concerns are genuine and that you want to address and resolve them rather than making it seem personal.
Item #2: Discuss what might be causing the performance issues
There is always an underlying explanation for performance concerns; they do not just arise. It is our duty as line managers and HR executives to find the source of this issue. Get together with the employee and talk about the possible causes of their subpar performance at work. Is there something about the workplace that keeps them from performing at their best? Are they being hindered by bureaucratic obstacles or inefficient work procedures? Is the technology antiquated or cumbersome? Does the worker face discrimination or bullying?
Inadequate performance could stem from issues at home or just be the product of incapacity. You must call a meeting and have an open discussion while handling underperformance to identify the root of the problem.
Item #3: Provide feedback as soon as possible
Avoiding conflict is a common habit among managers. Giving unfavorable performance reviews can appear counterproductive because they want to maintain staff happiness and morale. However, avoidance actually gives rise to performance problems. Regular performance reviews, wherein all parties can talk about employee performance, achievements, failures, and training opportunities, are something that managers should make a commitment to. This forms the foundation of all performance management.
You ought to be aware that employees are eager to hear your comments. 94% of workers want to receive "corrective" feedback, or comments that will enable them to perform better at their jobs. As a result, it's critical to speak honestly and directly.
Progress or corrective action are not possible in the face of uncertainty. It simply indicates that while workers are aware of issues, they are unsure of the best ways to address them. 50% of workers are unsure of their objectives, and a large portion of this ambiguity stems from unspoken boss comments.
Feedback from employees shouldn't and can't wait. Feedback that is provided promptly is essential. If an employee consistently performs poorly or things get worse, set up a one-on-one meeting with them. Establish the meeting's goal and maintain a serious yet nonjudgmental tone. When completed shortly after the event, everyone will still be aware of the facts, reducing the possibility of disagreement or misunderstanding.
Once the performance issue is recognised and understood, you can begin to resolve it. Sugarcoat the truth about an employee’s performance and nobody is better off.
Expert Tip:
Provide feedback as soon as possible but take some time to collect yourself if you are too upset to break the news calmly. The employee will become defensive and unreceptive to your criticism if you approach the conversation yourself in an emotionally heated condition.
Item #4: Offer solutions and suggested actions to fight the underlying cause
Performance issues won't be solved by tossing an employee out the door, pulling them aside, and telling them how poorly they performed. This is not a talent strategy that is going to help your business.
You need to be ready to provide assistance and support in order to get performance back on track.
It is the duty of employees to control their performance. As stated in their job description, they are required to perform the work for which they are paid to a caliber commensurate with their pay grade. Nonetheless, businesses must also make sure that employees have enough support. Their possibilities of meeting and surpassing your expectations in a shorter amount of time are higher the more help you are ready to provide.
Expert Tip:
Perhaps you should think about placing your staff member on a Performance Improvement Plan (PIP). This performance agreement outlines realistic and doable actions that the manager and employee will take to raise performance. Both the employee and the business will need to commit to this; the latter may do so by offering streamlined workplace procedures or a training program.
Item #5: Use performance management software
If you aren't doing regular performance reviews, it is impossible to monitor performance. Furthermore, you cannot detect difficulties early enough to prevent them from developing into serious problems if you are unable to track performance.
Focused check-in talks with team members are one way that managers can track their progress with a performance management system such as OneAdvanced’s Perfromance & Talent. Setting objectives and providing real-time feedback are also made possible by it. Continuously monitoring staff performance allows you to address issues promptly rather than letting them slide or going unnoticed.
Expert Tip:
Both large and small businesses can use performance management software. Such software actually promotes the success of SMEs.
Item #6: Redirect Strong Performances to Support Negative Qualities
Monitoring staff with performance management systems helps you keep an eye on rising trends and highlight strengths in addition to averting performance issues. This implies that you can use an employee's strengths elsewhere rather than just writing them off as a bad performer. For instance, someone may have exceptional communication and persuasion skills but struggle with administrative tasks; this could be helpful to your company.
This can work in two ways:
- Positive skill growth can be diverted to help areas where an employee is underperforming if it is a relevant skill that can be used to improve performance. Let's say that although they have excellent writing abilities, they don't speak at the necessary level. You can help them by encouraging them to utilize writing as a way to better prepare for meetings and in-person discussions.
- To help someone work more on things that play to their strengths and less on things they are not as strong at, think about modifying the person's job description or redistributing tasks within the team. An underperforming worker on your team could become a star performer if you do this to them.
Expert Tip:
Since there is a lot of talented youngsters now and unemployment is at an all-time low, you should make every effort to retain and develop any employees you think have potential. Long-term, you will reap the benefits.
Item #7: Disciplinary Action
Assisting employees in their growth and development while generating benefits for the company is the best aspect of performance management. The drawback is that poor performance may not always be remedied. If an employee does not cooperate with their line manager to improve their performance to a satisfactory level, written warnings may be issued and an official disciplinary procedure may be initiated, which could lead to a demotion or termination. Even if it's not the ideal situation, employers should try to see the bright side: if the employee isn't a good fit, there will be a vacancy that should be filled by a better qualified and motivated worker.
Expert Tip:
Keep your company's basic principles in mind when hiring new staff to improve your chances of finding the right fit. You want an employee that shares your values since they should influence every choice made within your company.
Find out how Clear Review can help improve employee performance
When hiring, keep your company's basic principles in mind to improve the likelihood of finding the right candidate. You want an employee who is driven by the same values you have since they should influence every decision made within your organisation.
To find out how OneAdvanced's Performance and Talent may assist you in monitoring the performance of your employees and promptly recognizing indications of subpar work, schedule a free demo.