The question of staff performance management boils down to 3 simple questions:
Knowledge: Do they know what to do?
Skill: Do they know how to do it?
Will: Do they want to do it?
"As a leader you must understand the needs in individuals and how they operate, so that you can work with the grain of human nature and not against it" – Professor John Adair
Time needs to be spent to address under performance so that staff fulfill their potential.
Some suggestions to help include:
- Find the reason for under-performance allows the manager to tackle the problem (not the symptom)
- Set clear objectives and give unambiguous feedback regularly on staff performance
- Give behavioural feedback on what has been observed and how it doesn’t match up to the standard required. Stressing the effect of the behaviour can also be influential
- Encourage and motivate the individual. Perhaps a change of managerial style might produce better results
- Look for signs indicating bullying or harassment, or perhaps problems at home. Unless the manager really listens, solutions may never be found
- Offer extra coaching if required. It could be that they need a confidence boost or perhaps have difficulty with stress
- Adjust workloads/add variety/delegate extra duties to build self esteem. Beware that it’s not seen as a reward for under-performance
- Adjust the way in which the work is done to improve systems/processes
- Transfer staff member to another department/job. Again a risk of the action being seen as a reward for under-performance
- Where the performance gap is large, performance counselling may help – an informal meeting booked in advance in a quiet area away from the normal workspace
- Consider disciplinary action
It's about finding the right solution.
