How to Deal with Poor Performers and Non Performers?

Performance Management (Appraisals)
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Performance Management (Appraisals) > Best Practices > How to Deal with Poor Performers and Non Performers?

How to Deal with Poor Performers and Non Performers?
Belinda Coetzee, Analyst, South Africa, Member
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. (...) Read more? Sign up for free

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  Short Guide to Dealing with Poor Performance of an Employee
Jaap de Jonge, Editor, Netherlands
  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:
  1. 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.
  2. 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?

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Norman Dragt, Netherlands, Member
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  An Inside Out Approach for Poor Performers
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  How to Deal with Poor Performers and Non-performers
Graham Williams, Management Consultant, South Africa, Premium Member
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  Redundant Appraisal Mechanisms
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  Redundant or Not
Norman Dragt, Netherlands, Member
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  Risk Management in Case of Poor Performers
Helen Strong, Business Consultant, South Africa, Premium Member
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  What if a Non-performer Retaliates and Disagrees?
Kathleen Tan, HR Consultant, Singapore, Member
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  What if Non-performers Retaliate and Disagree?
Graham Williams, Management Consultant, South Africa, Premium Member
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  Procedure to Address Retaliating Non-performers
Norman Dragt, Netherlands, Member
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  Remedial Measures for Poor or Non-Performance
Oshun, Grace Okaima, Lecturer, Nigeria, Member
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  Managers Need to Be a Coach!
Sridhar Gopal, Management Consultant, India, Member
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  Poor Performance and non-Performance can also be Caused by Other Reasons
Lawrence Gqesha, Analyst, South Africa, Member
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  What if MANY Employees are not Performing Well?
Jaap de Jonge, Editor, Netherlands
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  Responding Rationally to 'Poor Performance'
Maurice Hogarth, Consultant, United Kingdom, Premium Member
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  How to Deal with Poor Performers and Non-performers
Graham Williams, Management Consultant, South Africa, Premium Member
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  Poor 'Soil' ⇨ Poor 'Seed'
Maurice Hogarth, Consultant, United Kingdom, Premium Member
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Performance Management (Appraisals)
Summary
Forum
How to Give Constructive Feedback? Models and Tips
How to Get Employees to Improve? Issues with Feedback
🔥Optimize on the Strengths of your Employees
Tips on Performance Management of Employees
Best Practices
🥇Checklist of Common Errors in Performance Appraisals
🥈How to Achieve Fair Performance Appraisals?
🥉No Routine Annual Performance Appraisals
Concerns not Previously Discussed During Performance Reviews
How to Deal with Average Performers?
Open Communication? Try Coffee Talks
Wrong Use of Employee Appraisals
Three Types of Performance Appraisals
Obsession with Quantifying Human Performance
Broken Confidentiality of Performance Appraisals
Don't Forget Appraisal Follow-up
How to Deal with Poor Performers and Non Performers?
Conditions for Successful Performance Appraisals
Outcomes of Performance Appraisals
How to React When You are Undervalued?
How to Prepare for a Performance Appraisal as Appraiser
Tips for Ensuring Performance Appraisals Hold Up in Court
Appraisal for Future Job?
Avoiding Biases in Performance Appraisals
Consider the Job Situation in Appraisals
Appraise the Past, Develop for the Future
Decentralized Performance Appraisals
Disparaging Appraisal Terms
Performance Appraisal Quotes
Theory of Performance Appraisal?
Bonuses.. what is Fair to All Within Large Corporations
Double Purpose of Employee Appraisals
How Role Clarity and Employee Performance Management can help with Strategic Focus
How to Deal with Very Good Performers?
Mismatch in Performance Appraisals: Actions from Last Year are Rewarded/Punished This Year
Deloitte’s New Performance Management System
New Performance Appraisal System for Teachers in the Philippines?
Subjectivity in Performance Appraisals
Value System Appraisal
Annual Confidential Report (ACR) Systems
Comparing Appraisals with Examinations
How to Receive Personal Feedback? Tips
Appraising the What and the How
Feedback Should be Like a Mirror: Neutral
How to Conduct Appraisals in Project Organizations?
The Best Methods of Performance Appraisal System in Government Sector
From Business Objectives > Department Deliverables > Employee Objectives > Performance Appraisal
Methods for Evaluation of Employees
Performance Appraisal and Salary Determination
Performance Appraisals are not Fair
The Meanings of Performance Evaluations
Difficulty of Conducting Performance Apprasals in an R&D Organisation


Performance Management (Appraisals)
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