Managing Underperformance

Act quickly

Research on levels of employee engagement found that not confronting poor performance had a demoralising effect across an organisation. Inaction is not an option. If you let a bad situation fester, the impact spreads like wildfire.

Talk it throughA simple mistake is to concentrate so much on the system, procedure or performance management form that you forget that managing poor performance is basically about having a difficult conversation one on one.

When you do talk, be specific and stick to the facts, give examples of the problem and the resulting impact on the organisation.

Don’t get personalFocus on the behaviour and the outcome, not the individual. It is advisable to talk about the issue as if it were a shared one and suggest making notes about the situation on a piece of paper for both people to see.

Everyone has preconceptions and assumptions, ensure you go in with an open stance, ready to listen to and respect the other person’s point of view.

Get a second opinion

Get a second opinion and if needs be a third and a fourth one. Managers have blind spots. It’s very important you get a balanced view.It is advisable to use 360-degree feedback as part of annual appraisals to get a rounded opinion of an individual. This is where people can contribute their views on their team-mates anonymously. And if you are not sure what to do, seek support. Ask other managers in your organisation how they have tackled a similar problem.

Look at attitude

A lot of managers are actually trying to resolve an attitude problem, not a capability problem. Make it clear that you expect the attitude to change and demonstrate how you will measure it – for example, by listening to the way an individual deals with queries from colleagues.

Give feedbackA common cause of poor performance is a lack of feedback. It is suggested that line managers are trained to give regular and efficient feedback.

Team members should also be encouraged to ask for feedback.

Communicate in different ways by sending update e-mails, holding regular staff get-togethers and communicating good news regularly to boost morale.

Set objectivesMake sure everyone in the organisation has clear, realistic objectives set and understands them.

Underperformers often argue that they do not understand what is expected of them. Get employees to agree to and understand how they’ll be measured and when.

Think long-termTurning poor performance around is a long journey. Look at tackling the problem over a period of time.

For example, schedule three specific times each week where a poorly performing employee can meet a manager to get feedback and seek support.

Forget the praise sandwich

The idea of sandwiching a piece of negative feedback between two pieces of praise confuses people.

Instead, give balanced feedback. Formal action can be onerous for the employer and time-consuming. Make sure it is really necessary.

First, provide a context. For example: “The firm is very short-staffed and has lots of orders to fill”, before delivering feedback: “You are working too slowly.” Then map out a way forward that is clear and measurable.

You’re fired

If nothing works, don’t be afraid to make a tough decision.

Be very clear about saying: ‘This isn’t an organisation that can keep you on.’

Choose the path to success

Show individuals that they can change and take the path to success within your firm or explain the other options available outside of your organisation.

Manage underperformance successfully and choose the path of future success.

Help your people develop and reach their potential. Listen, coach and build your legendary team.

Build Your Legendary

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