Tips for managing under performing staff.

One of the greatest challenges for managers is dealing with employee underperformance.

Limited skill in managing such situations can create angst, frustration and procrastination in managers and can also create a negative effect on other employees and ultimately client service.

To effectively resolve such situations is critical. Here are some key ideas to help cultivate this highly valuable management skill.

Common reasons why employees fail to meet expectations.

• Lack of clarity around what they should be doing
• No clear objectives or timeframes
• Mismatch between skills and the role they are required to perform
• Lack of feedback resulting in underperforming employees mistakenly believing their performance is satisfactory
• Low workplace morale
• Lack of personal motivation
• Personal issues including stress, alcohol problems, mental health
• Not being rewarded or recognised for good performance
• Lack of engagement with goals and the greater purpose of the business

Tips to help business leaders proactively manage underperforming employees.

Identify the problem. Once you have a clear idea of what the problem is, you can then work to understand the underlying causes and reasons for underperformance.

Analyse the issue. How big is the issue? How big is the gap between performance and expectations? How is it affecting other staff, the team, the business and clients? What’s the overall impact?

Meet with the employees. Set up a meeting to discuss and resolve the issue. Give them warning so they too can adequately prepare for the meeting.

Some things to remember in the performance meetings:

• Discuss the issue without getting personal. For instance, instead of using personal statements such as “you have no concept of time, you always run late, you are hopeless in managing your time,” chose to describe the behaviour and the impact. For example, “when you turn up late to meetings you miss out on vital information that impacts the client service report. Incorrect data contained in the client service report then results in your fellow team member’s providing incorrect information to our customers. This impacts how your team mate feels and impacts the customer who may become disenfranchised with our business. Loss of income eventually results in loss of jobs.”
• Clearly outline the issue and the impact. Provide specific and detailed examples.
• Ask for their feedback and remain open and objective. Be sure to assess your own performance as a manager and your management style.
• Explore and work together to understand why it is occurring.
• Ask plenty of open ended questions. Remember this is a two way process. Also remember that the purpose and intent of the meeting is to solve the problem and turn performance around.
• Collaboratively identify opportunities and solutions to improve the situation. It is advised to let the employee contribute to the solution, as they are more likely to act on a solution in which they had some input.
• Agree on a way of moving forward.
• Organise and agree on a method of monitoring the employee’s performance to ensure they remain on track with the agreed targets.
• Set up regular feedback and coaching sessions.
• Document all discussions.

In some circumstances no matter how skilled the manager or how great the combined effort may be, the employee’s performance may not improve. If this is the case and more formal, serious action is required including further counselling, issuing formal warnings and ultimately termination of employment, expert advice is strongly recommended. As an employer you need to comply with Fair Work Act laws and disciplinary procedures.

In summary, although challenging and uncomfortable, employee underperformance needs to be promptly addressed by managers. There are many reasons why employees may be underperforming in their role. The ability to clearly and concisely pinpoint “what” the issue is and “why” it is occurring and “how” it can be improved are critical factors in turning performance around. Unfortunately there are no quick fixes or guarantees. However, underperformance delicately addressed with the right management skills can certainly go a long way to optimising performance. These suggested management strategies can help cultivate those important skills.

By Gabby Skene – www.angelagodfreyandassociates.com

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Gabby Skene and her business associate, Angela Godfrey have been helping business leaders manage, motivate and optimise performance of their staff for over 20 years. They have gained experience as internal HR professionals predominately in financial services and have consulted to sectors such as education, telecommunications and professional services. Should you require HR consulting or coaching, please contact Gabby Skene.

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