05/ 20/ 2005
by Beth Gaudio
Most employers recognize that on occasion the work performance of some employees falls below the acceptable level that they've come to expect. As an employer it's important for you to take action when you notice than an employee's performance has deteriorated. Catching and addressing poor performance before it becomes intolerable is an easier and more effective way of dealing with performance problems than letting the problems languish. By tackling poor performance early, your company will benefit in the long run by improving employee performance, increasing morale and protecting against employment litigation.
The Benefits of Early Intervention
If employers intervene when an employee's performance first becomes unacceptable, the discussions may serve as a "wake-up call." Unsatisfactory work performance can include the failure to complete work assignments or correct errors in a reasonable amount of time, inability or unwillingness to learn new tasks or skills or to work well with other employees and customers.
Most performance problems can be resolved through early and effective communication between an employer and the employee. The employees may not even be aware of the change in their performance. Regardless, when an employee's performance first starts to slip, they are more likely to be open to discussing what needs to be done to improve performance. By working with poor performers earlier, employers can help employees improve without the negative consequences of threatening their jobs or taking other disciplinary action. More importantly, by addressing performance problems, employers signal to all employees that your business does not tolerate poor performance. Following are some tips that will assist you in dealing with poor performers.
Here are some tips for handling poor performers:
Clear communication. Make sure you communicate clear performance standards and expectations. If employees don't understand what is expected, it is very hard—sometimes impossible—for them to meet those expectations. Whatever you do, do not wait until the yearly review and then tell your employee what their goals should have been.
Frequent feedback. Provide positive, constructive feedback whenever needed. Feedback is crucial to ensuring that employees know what they've done right and what needs improvement. Feedback should be specific, meaningful and timely.
Increased supervision. Marginal and problem employees often require more direction. Employers should work more closely with them, while understanding that the goal is for employees to work competently and independently.
Training. Consider that in some situations, marginal employees might need additional on-the-job training because they lack the skills to successfully perform their job.
Checklists. Often employees who are not performing at acceptable levels require extra assistance in setting priorities and remembering procedures. Checklists can sometimes help employees stay focused on a task and organize their work.
Positive reinforcement. Most importantly, recognize good performance. Recognizing poor performers when they do something correctly is another way of clarifying expectations, providing positive reinforcement and increasing the likelihood that employees will repeat the performance.
Establish a set evaluation period. If possible, you should establish a set period of time during which the employee can correct his/her performance. You should summarize in writing for the employee a description of the unsatisfactory work performance, expectations that must be attained, an explanation of the period of evaluation, and a statement that unless the level of improvement is made and sustained, termination of employment will occur. During the evaluation period, try to incorporate the other tips listed above. In particular, providing positive and constructive feedback should help get the employee back on track.
At the end of the formal period of evaluation you can determine if the employee's work performance meets the established standards. If the employee's performance is still not acceptable, you may need to consider terminating the employee. If the employee's performance is now acceptable, however, make sure you clearly communicate expectations for future performance.
Managing poor performers might seem like more effort than it is worth. However, the longer you go without addressing performance issues, the more difficult it will be to handle the problem without taking disciplinary action or even terminating the employee. And with the increase in employment litigation, your business can better protect itself by providing poor performers an opportunity to improve before taking disciplinary action.
