NFIB

Confronting Productivity Problems
08/ 02/ 2002

Managers need to evaluate the speed of productivity for each employee several times a year, to make sure that they do not fall into a comfort zone limiting the work they accomplish and, potentially, the productivity of others.

When you find that an employee isn't working efficiently, you can help them speed up their pace. Jeffrey Moses offers some suggestions for approaching this delicate situation.

Employees who are working too slowly often fall into one of a few categories.

1. Employees who are not physically or mentally capable of working at a desired pace, no matter how hard they try.

In such instances, managers must determine whether to lower standards for the individual, assign the employee different tasks or terminate employment. Few employees generally fall into this category, because hiring requirements and initial measurements usually screen for such possibilities. Not all slow-working individuals are unmotivated; they may produce excellent results upon reassignment.

2. Employees who are not aware that they are working slowly.

Frequently, managers encounter employees who are motivated but simply are not aware that they are working at an unacceptably slow pace. When a manager interviews such an employee about the situation, concrete examples of slowness should be cited, the more specific the better. If the employee's pace does not improve upon being informed of the problem, other factors may be present, such as lack of motivation or inability to perform.

3. Employees who are aware of their slow pace, but don't care to improve.

An attitude problem is the most difficult to correct. Managers should avoid hostile confrontation during job evaluation sessions, but need to directly and firmly inform the employee that his or her pace needs to be improved. A one or two week trial period could be offered, with close monitoring by a supervisor.

Unfortunately, a slow pace often will be accompanied with irregular quality with such individuals. If productivity and performance both remain poor after the trial period, termination may be the best solution.

Note: before termination, it's important to keep accurate records of poor performance. These could include actual production rates compared to a norm, and records of missed workdays and disciplinary occurrences. These records will protect the company should a terminated employee decide to sue.

With each type of slow performer, managers should handle the situation so that employees do not feel their characters are being questioned or challenged. The issues of productivity and quality are business related, and discussions should be kept as professional and dignified as possible.

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