How to tackle poor performance in the workplace
20th February, 2012
As a manager, it can be very difficult to address the issue of poor performance in the workplace. Not only can it be a sensitive and personal matter, but also it can be hard to determine how the employee in question is going to react. Despite this, if a member of staff isn’t completing their contractual obligations to an accepted standard, it is vital that the problem is dealt with sooner rather than later before individual employee performance affects the organisational performance.
The negative impact of poor performance
Poor performance from an employee can impact on an entire company. One person can affect overall productivity, the motivation of colleagues, the impression given to clients and can even lead to a negative reputation for a business and its leaders.
If the poor performance is an attitude issue, the negativity can spread if the situation isn’t addressed, compounding the problem. The resulting working environment could then make it difficult to retain staff if employees become unhappy or de-motivated.
The causes of poor performance
There can be many reasons why an employee may be underachieving at work and it is crucial to try and identify what they could be. The tasks they have been assigned may be too difficult for them, they could be feeling overwhelmed with the volume of work or, if they have recently had a promotion, they may be finding their new role too demanding. Any one of these, combined with a lack of internal support or unwillingness to ask for help, can lead to poor performance.
Everyone has different skills and strengths and someone who is underperforming may be doing so not because they are lazy, but because they might not have the aptitude or knowledge to complete his or her required tasks. This is why initial recruitment and selection for roles is an important element of performance management.
Once a cause has been identified it will become much easier to rectify the problem.
Why managers avoid dealing with it
Telling someone that they are not doing their job to a good enough standard is a difficult task for even the most experienced manager. Concerns about conflict, worsening the working environment by raising the performance issue or the emotive situation of having to confront a colleague who is also a friend all deter managers.
However, it is important to handle the problem in a professional and sensitive manner, both for the individual concerned and the rest of the workforce. Being sympathetic with the employee is likely to diffuse the situation and increase the chances of it being handled quickly and efficiently. Being open about the process will at the same time encourage the solid performers who want to see poor performance addressed.
How to solve the problem
A private meeting gives both sides the opportunity to offer an explanation, express any concerns and decide how to go forward.
In the meeting, the manager should make it clear why the discussion is taking place and establish if there are any problems inside or outside work that may be affecting the employee’s performance. The job description and what is expected should be clarified and any evidence of poor performance should be presented.
New objectives and standards of work should be set, or original ones underlined, so that the employee has a goal to achieve. Assistance such as in-house training, an external development course or shadowing a mentor can be offered. Finally, an agreed period of time when the employee’s performance can be re-examined must be set.
Handling poor performance in the correct way can help employees to enjoy their job once again, improve overall productivity and send out a positive message to other employees.
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