Managing People: Addressing Performance Issues - Yes, It's Hard
By: Chrissy Scivicque
As a manager, it's your responsibility to ensure that employees are performing to the best of their ability. Problems arise often, however, and it's also your job to address them effectively when needed. In this installment of the Managing People series, we'll discuss how to do just that.
Common Issues
Note: These are all common performance issues that must be addressed by you, the manager. They are quite different from some more serious issues that should be addressed by you in coordination with a Human Resources representative. Examples of such issues include suspected stealing, sexual harassment, drug or alcohol abuse, severe mood swings, or acts of violence. These are handled differently because they have serious legal implications for the company. Follow your company's individual protocol for such situations and seek assistance.
How to Address Performance Issues
So, you're clear that an employee is not performing at the required level. What do you do about it? There is a right way to approach it, and a wrong way. First, the no-no's:
So, if you avoid doing all of these things, let's look at what you should do instead:
Talk First (in Private)
Don't jump the gun. When you notice a performance problem, don't immediately reach for a document to issue a written warning. Instead, ask the employee to sit down in private and discuss the issue verbally. Most companies do not require an immediate written warning to be issued to the employee. You can (and should) keep notes regarding the conversation, however. To assist you, we've created a document entitled Performance Problem - Record of Conversation. Use this to make notes for your reference later should it be needed.
Immediate
Don't hesitate to address issues when they happen. If you witness something, don't put it on the back burner. Sure, it's no one's favorite thing to do, but the longer you wait the harder it becomes. Also, you (or the employee) may begin to remember the events differently or forget it altogether. Address the problem as soon as it occurs.
Be Specific and Define Solutions
Try not to generalize the problem. Instead, use the specific example you just witnessed. Define what was wrong and how the situation should have been handled. Clearly outline the correct course of action so there is no confusion for the employee.
Focus on Actions, Not the Person
This is not personal - so don't make it about the person. Focus on actions only. Whether or not you like the person does not matter. Remain neutral.
Remove Emotion
This conversation should not be emotionally charged. As a manager, you need to help guide the conversation in a positive direction by avoiding showing any signs of anger, frustration or disappointment. Keep in mind that the employee is probably stressed about this confrontation. And it's ok for you to be as well. But you can't show it. You need to remain calm and level headed, so put those emotions in a box and place that box in a drawer. Bring it out later when you're at home, whining to your significant other over a glass of wine.
Confirm Trust
The employee you are addressing is probably feeling pretty embarrassed. His or her self-esteem is probably shot. They'll likely walk out of your office feeling pretty low. So try to end the conversation on a positive note by reaffirming your faith in their work. Boost their confidence by showing that you trust they will take the conversation to heart and make the necessary changes you've outlined.
Listen
Allow time for the employee to share their feelings. Don't try to fill every silence with words. Give them a change to respond - whether they are making excuses or apologizing, they should have the right to feel heard. Take this opportunity to practice your listening skills.
Follow Up
Once you've addressed an issue, it's critical to follow up within a short period of time. During your conversation, establish when the follow up will take place. At that time, check in with the individual (again, in private) and ask how they think things are going. Have there been any further issues? Do they feel they are following through on the course of action set out in the meeting? Welcome the feedback and be sure to note it on your Record of Conversation.
Move On
Don't hold a grudge. Remember that, in all likelihood, the employee was not intentionally trying to do harm to you or the company. Once you've addressed the issue, it's time to put it behind you. Expect that the employee will improve their performance. Don't just wait for them to do it again. You can really show your confidence in your employee and your own professionalism by getting over it.
The Next Time...
After performance issues have been addressed verbally, you may still find that the issue is not resolved. In most companies, there is a structured way to handle the problem from this point forward. It usually involves some serious documentation, coaching and (if it's not resolved to satisfaction) preparation for termination. You can use our Memo: Written Warning of Performance Issue document to help you make sure your notes are comprehensive. This will help you outline the problem, steps taken to resolve it, and expected change necessary for continued employment. A document like this is typically taken very seriously by employees. However, it's a good idea to get a supervisor involved if the issue looks like it may lead to termination.
My Personal Experience
I've had to address performance issues several times, with several different subordinates over the years. It's never easy and it's never fun. Don't fall into the trap of treating these issues lightly because you want to be "the cool boss". You're not there to be friends. When I was Assistant Manager of a large financial institution, I made this mistake with an employee who was perpetually late. I understood her situation (single mother of two young kids) and I wanted to give her some leeway. Of course, before I knew it, she was coming in very late, everyday. And everyone else was showing up late too! I had let things get completely out of control by failing to address the problem immediately with one person. If I had followed the steps outlined here, I know she would have listened and made an adjustment to her behavior and no one else would have gotten the idea that tardiness was acceptable. Learn from my mistakes!
Source:Management Skills | OfficeArrow - Managing People: Addressing Performance Issues - Yes, It's Hard
Good day.
Shijit.
From India, Kochi
122By: Chrissy Scivicque
As a manager, it's your responsibility to ensure that employees are performing to the best of their ability. Problems arise often, however, and it's also your job to address them effectively when needed. In this installment of the Managing People series, we'll discuss how to do just that.
Common Issues
- Late arrival (or long breaks, leaving early, etc.)
- Excessive absenteeism
- Inappropriate behavior (slacking off, personal calls, surfing the net, etc.)
- Low productivity or repeated mistakes
- Missed deadlines
- Complaints from customers
Note: These are all common performance issues that must be addressed by you, the manager. They are quite different from some more serious issues that should be addressed by you in coordination with a Human Resources representative. Examples of such issues include suspected stealing, sexual harassment, drug or alcohol abuse, severe mood swings, or acts of violence. These are handled differently because they have serious legal implications for the company. Follow your company's individual protocol for such situations and seek assistance.
How to Address Performance Issues
So, you're clear that an employee is not performing at the required level. What do you do about it? There is a right way to approach it, and a wrong way. First, the no-no's:
- Don't get visibly angry or upset
- Don't scold the person like a child
- Don't address the issue in front of others
- Don't push it aside continuously
- Don't make it personal
- Don't generalize - "You always do this!"
- Don't accuse
So, if you avoid doing all of these things, let's look at what you should do instead:
Talk First (in Private)
Don't jump the gun. When you notice a performance problem, don't immediately reach for a document to issue a written warning. Instead, ask the employee to sit down in private and discuss the issue verbally. Most companies do not require an immediate written warning to be issued to the employee. You can (and should) keep notes regarding the conversation, however. To assist you, we've created a document entitled Performance Problem - Record of Conversation. Use this to make notes for your reference later should it be needed.
Immediate
Don't hesitate to address issues when they happen. If you witness something, don't put it on the back burner. Sure, it's no one's favorite thing to do, but the longer you wait the harder it becomes. Also, you (or the employee) may begin to remember the events differently or forget it altogether. Address the problem as soon as it occurs.
Be Specific and Define Solutions
Try not to generalize the problem. Instead, use the specific example you just witnessed. Define what was wrong and how the situation should have been handled. Clearly outline the correct course of action so there is no confusion for the employee.
Focus on Actions, Not the Person
This is not personal - so don't make it about the person. Focus on actions only. Whether or not you like the person does not matter. Remain neutral.
Remove Emotion
This conversation should not be emotionally charged. As a manager, you need to help guide the conversation in a positive direction by avoiding showing any signs of anger, frustration or disappointment. Keep in mind that the employee is probably stressed about this confrontation. And it's ok for you to be as well. But you can't show it. You need to remain calm and level headed, so put those emotions in a box and place that box in a drawer. Bring it out later when you're at home, whining to your significant other over a glass of wine.
Confirm Trust
The employee you are addressing is probably feeling pretty embarrassed. His or her self-esteem is probably shot. They'll likely walk out of your office feeling pretty low. So try to end the conversation on a positive note by reaffirming your faith in their work. Boost their confidence by showing that you trust they will take the conversation to heart and make the necessary changes you've outlined.
Listen
Allow time for the employee to share their feelings. Don't try to fill every silence with words. Give them a change to respond - whether they are making excuses or apologizing, they should have the right to feel heard. Take this opportunity to practice your listening skills.
Follow Up
Once you've addressed an issue, it's critical to follow up within a short period of time. During your conversation, establish when the follow up will take place. At that time, check in with the individual (again, in private) and ask how they think things are going. Have there been any further issues? Do they feel they are following through on the course of action set out in the meeting? Welcome the feedback and be sure to note it on your Record of Conversation.
Move On
Don't hold a grudge. Remember that, in all likelihood, the employee was not intentionally trying to do harm to you or the company. Once you've addressed the issue, it's time to put it behind you. Expect that the employee will improve their performance. Don't just wait for them to do it again. You can really show your confidence in your employee and your own professionalism by getting over it.
The Next Time...
After performance issues have been addressed verbally, you may still find that the issue is not resolved. In most companies, there is a structured way to handle the problem from this point forward. It usually involves some serious documentation, coaching and (if it's not resolved to satisfaction) preparation for termination. You can use our Memo: Written Warning of Performance Issue document to help you make sure your notes are comprehensive. This will help you outline the problem, steps taken to resolve it, and expected change necessary for continued employment. A document like this is typically taken very seriously by employees. However, it's a good idea to get a supervisor involved if the issue looks like it may lead to termination.
My Personal Experience
I've had to address performance issues several times, with several different subordinates over the years. It's never easy and it's never fun. Don't fall into the trap of treating these issues lightly because you want to be "the cool boss". You're not there to be friends. When I was Assistant Manager of a large financial institution, I made this mistake with an employee who was perpetually late. I understood her situation (single mother of two young kids) and I wanted to give her some leeway. Of course, before I knew it, she was coming in very late, everyday. And everyone else was showing up late too! I had let things get completely out of control by failing to address the problem immediately with one person. If I had followed the steps outlined here, I know she would have listened and made an adjustment to her behavior and no one else would have gotten the idea that tardiness was acceptable. Learn from my mistakes!
Source:Management Skills | OfficeArrow - Managing People: Addressing Performance Issues - Yes, It's Hard
Good day.
Shijit.
From India, Kochi
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