Communicating Poor Performance

A conversation with an employee performing at a substandard level or exhibiting a hostile behavior should be addressed as soon as an issue is noticed.  However, before the conversation takes place, as the department manager I need to ensure I am prepared for the conversation.  This preparation will involve documentation, observation, and a ideas for a plan of action with to clearly define goals and objectives.  As the manager, I have the responsibility to evaluate why the employee may be performing poorly and how to bring this employee up to performance standards.

According to the article, The Poor Performing Employee, there are five reasons an employee has poor performance (King, 2010): 

•     The employee does not have a clear understanding of the expectations of the job
•     There is a lack of resources for the employee to do the job effectively or the employee has too much assigned to him or her
•     The employee lacks the competency to do the job
•     Management’s expectations are unrealistic no matter how qualified the employee is for the job
•     The employee lacks motivation which could only affect the individual or be systemic to a wider company problem

In addition to the five reasons listed, I personally would reflect to see if this is a sudden change in the employee’s behavior and work performance.  There may be an underlying personal reason in for changes in his or her work performance which are not at all work related.  If this is the case, directing him or her to an Employee Assistance Program (EAP) would be an appropriate avenue.  This, of course, does not let the person off the hook for poor performance and hostile behavior.  Follow through of the goals and objectives to bring the employee back to a level of performance would still be required.

Our first conversation should provide verbal feedback.  I will put on my coaching hat and address what the employee does well and the areas that have necessitated the conversation.  It is important to use specific examples of the poor performance or behavior that has been observed.  Working with the employee, a plan for improvement should be developed with clear a direction and timeframe.  It is important to actively include the employee in the conversation focusing on specific performance issues and measureable ways to track improvement.  The verbal feedback would be documented and placed in the employees file for future reference, if needed.

It will be important to spend time listening to the employee giving him or her a chance to communicate his or her point of view.  Equally important is to maintain control of the situation and stay within the scope of our meeting.  This meeting is not to point fingers at others but to work on the issues that have required this meeting to take place.  Additionally, I would ask the employee how he or she feels their behavior is viewed by others.  The employee may not be aware that others view his or her behavior as confrontational and how this behavior is negatively affecting the workplace.  While not an easy conversation to have, it is imperative to let the employee know, give specific examples, and how this behavior creates a negative working environment.

From the beginning, a clear outline of the consequences, including the possibility of termination needs to be established.  Working with the employee, target dates for improvement with measureable goals and setting of an appointment at a future date to meet again to follow-up on progress (Rogers and Kasanoff, 2000).  If the lack of progress warrants a second conversation, then a written warning should be given to the employee.  If there is still no improvement then a decision needs to be made whether the employee needs additional training to help him or her achieve their goals and improve their performance and behavior or be terminated (“Delivering Employee Performance,” n.d.).

Although necessary, employee discipline is not an easy conversation to have with an employee.  Proper preparation to have documentation to validate my claims and observations are necessary.  Listening and guiding the employee will show him or her that you have their best interest in mind and are willing to help him or her improve their overall performance.

References
Anonymous. (n.d.). Delivering Employee Performance Evaluations Can Be A Challenge. Make Employee Goal Setting Part of the Process. Retrieved January 22, 2011, from http://www.more-for-small-business.com/performance-evaluations.html

King, C. B. (2010). The Poor Performing Employee. Retrieved January 22, 2011, from http://ezinearticles.com/?The-­Poor-­Performing-­Employee&id=4216113

Rogers, M., and Kasanoff, B. (2000) How do I write a warning letter to an employee who's performing poorly? Retrieved January 22, 2011, from http://www.inc.com/articles
/2000/05/18991.html