|
Belinda Coetzee
Analyst, South Africa
|
How to Deal with Poor Performers and Non Performers?
How does one manage poor performing employees and how do you deal with someone that comes to work that is not productive at all (being drunk, hangover)? They claim that they work for that matter.
Do you send them home? Or do you keep such person at work?
How do you handle them if you keep such employees at work.
X
Welcome to the Performance Management (Appraisals) best practices.
The topic of this particular best practice is: "How to Deal with Poor Performers and Non Performers?".
Please register now to read all responses and to join this discussion yourself.
Log in
| |
|
Jaap de Jonge
Editor, Netherlands
|
|
Short Guide to Dealing with Poor Performance of an Employee
Good question! Last week we focused on improving the performance of employees who are doing just fine in their complex jobs. Handling a situation of poor performance by an employee in your team is a different, yet equally important, and complex management skill... What are the main steps and issues?
First of all: Don't jump to conclusions, quick fixes or actions. Start with a personal meeting and actively listen to what the employee has to say about the situation. Avoid making assumptions. Ask questions instead, like if there any special personal circumstances? Examine the issues and concerns the employee brings up.
Determine if you’re dealing with a consistent or temporary non-performer. Is she (he) currently overloaded or stressed but normally a good, performing employee?
Then perform a brief diagnosis of the reasons for the poor performance by assessing what caused it. There are typically 2 main causes of poor performance of an employee (apart from the 0. PERSONAL OR TEMPORARY circumstances) and you need to apply situational management to them:
- COMPETENCE / ABILITY. This includes a person's aptitude (natural ability to do something), and also any training or learning resources the person received. Typical indicators of low ability are:
- Low aptitude (natural ability to do something)
- Low intelligence
- Low skill level
- Low knowledge level
- Difficult or complex tasks
- Poor performance despite of strong effort
- No or little improvement over time
- Was assigned to a too demanding job after hiring or was promoted to one later on
Now that you know the reason(s), you can try to enhance the person's cabilities. If the performance gap is not too big, consider providing extra help, training, coaching, reassigning him/her. If the gap is too big or nothing else works, be ready to let the person go. That could be better for your team and organization. After all, holding onto an underachieving employee may result in a ripple effect of negativity, low moral and quality of work which may demotivate others. Ensure timely assistance of HR / legal.
- MOTIVATION. The commitment and desire of the person to perform and improve.
If the motivation level is low, you should first provide good and clear feedback about it, so the person understands your opinion and that improvement will be needed.
Also you might set more detailed, clear and SMART performance goals, and/or provide regular assistance or coaching (either by yourself or by someone else).
You could create and agree upon a performance improvement plan or ask the employee to create one.
Follow up and monitor the progress.
If the motivation level is extremely low or if there is not enough improvement, you'll have to be ready to let the employee go.
A final tip: Keep records during the whole proces described above, in case you need evidence later on.
Hope this is helpful... Any builds?
|
| |
|
Norman Dragt
Netherlands
|
|
Cultural and Legal Aspects of Poor Performing Employees
As Jaap de Jonge nicely summates you can do a lot (...)
|
| |
|
srinivas
Lecturer, India
|
|
An Inside Out Approach for Poor Performers
Irrespective of the job that is being performed, i (...)
|
| |
|
Graham Williams
Management Consultant, South Africa
|
|
How to Deal with Poor Performers and Non-performers
I resonate with both Jaap's response and that of s (...)
|
| |
|
Debashish Banerjee
Turnaround Manager, Kenya
|
|
Redundant Appraisal Mechanisms
@Jaap de Jonge: in contemporary situations, perfor (...)
|
| |
|
Norman Dragt
Netherlands
|
|
Redundant or Not
@Debashish Banerjee: It is true that we can break (...)
|
| |
|
Helen Strong
Business Consultant, South Africa
|
|
Risk Management in Case of Poor Performers
Totally agree that the situation needs to be handl (...)
|
| |
|
Kathleen Tan
HR Consultant, Singapore
|
|
What if a Non-performer Retaliates and Disagrees?
If we encounter a denial of non-performance, we ar (...)
|
| |
|
Graham Williams
Management Consultant, South Africa
|
|
What if Non-performers Retaliate and Disagree?
Good question @Kathleen Tan! The same question ari (...)
|
| |
|
Norman Dragt
Netherlands
|
|
Procedure to Address Retaliating Non-performers
@Kathleen Tan: One possible approach to non respo (...)
|
| |
|
Oshun, Grace Okaima
Lecturer, Nigeria
|
|
Remedial Measures for Poor or Non-Performance
The first step is to have a chat with a worker who (...)
|
| |
|
Sridhar Gopal
Management Consultant, India
|
|
Managers Need to Be a Coach!
I generally like to believe that there is an unwri (...)
|
| |
|
Lawrence Gqesha
Analyst, South Africa
|
|
Poor Performance and non-Performance can also be Caused by Other Reasons
The major problem in the South-African context bet (...)
|
| |
|
Jaap de Jonge
Editor, Netherlands
|
|
What if MANY Employees are not Performing Well?
@Lawrence Gqesha: Thank your for clarifying the So (...)
|
| |
|
Maurice Hogarth
Consultant, United Kingdom
|
|
Responding Rationally to 'Poor Performance'
Agree with all the responses. We should start by c (...)
|
| |
|
Graham Williams
Management Consultant, South Africa
|
|
How to Deal with Poor Performers and Non-performers
Was it Rosdenberg in the 60s who developed nonviol (...)
|
| |
|
Maurice Hogarth
Consultant, United Kingdom
|
|
Poor 'Soil' ⇨ Poor 'Seed'
If the 'organisation entity' is the 'soil' and the (...)
|
|
Sign up
Start a new forum topic