When it becomes apparent that an employee is not performing to the standard required it is important to identify the underlying causes for poor performance. Poor performance could be related to:
Each of these situations will call for different remedial actions thus emphasising the importance of correctly identifying the cause of poor performance.
But what happens when the usual performance management process breaks down and what steps should you take? Firstly identify the issue and secondly look at the causes of poor performance, only then you can decide what steps to take to improve the situation.
In order to make a determination that an employee is not performing to an acceptable level it is essential that some sort of performance measure/standard has been identified in advance and the employee has been informed of and understands what is required of them. There are a range of measurement tools you can use:
Detailed job description - to set out the outputs/outcomes of the role
Targets - the use of pre-set targets (common in a sales role) which are realistic and achievable can enable an employer to determine whether an employee is achieving the standard required of them
Firstly identify the issue and secondly look at the causes of poor performance, only then you can decide what steps to take to improve the situation.
Quality controls - may be useful where the provision of a quality service is essential, eg, customer facing roles
Competency frameworks - which focus on the key behaviours that are required to achieve competent performance
When it becomes apparent that an employee is not performing to the required standard it is important to identify the underlying causes. Poor performance could be related to:
Each of these situations will call for different remedial actions, emphasising the importance of correctly identifying the cause of poor performance.
Have an informal meeting with the employee outlining the areas where their performance is in decline and agree goals/targets and a review date.
Review the performance at the review date and determine if there has been any improvement. If there has been an acceptably significant improvement then no further action should be necessary. If there has been some improvement then perhaps the employer could identify the areas where the employee needs further improvement and set a further review date.
If there has been no significant improvement the employer may contemplate the use of the disciplinary/dismissal procedure. The appropriate penalty will vary with the relevant disciplinary procedure but it is strongly recommended that dismissal for a first occurrence is inappropriate. To ensure fairness of dismissal in these circumstances the employer must demonstrate that an employee was given sufficient opportunity to improve.
HR’s role in the new world of work
The way we work is changing rapidly. The remote working experiment as a result of the Covid-19 measures showed employers that working from home does not hurt their workforce’s productivity level. At the same time, employers recognise that remote work provides a welcome opportunity to save costs on tRead More
How to manage Agile transformation?
Adopting Agile transformation is not adopting agile practices or an agile culture. While those elements are important, the main goal here is to achieve desired business outcomes. The path toward becoming more agile starts by defining what outcomes are critical to your business’ success. Knowing whatRead More
The human aspect in HR
Recent challenges in talent recruitment and retention have prompted many organisations to adopt creative hiring and talent management strategies. With increasing local and global competition for high calibre professionals, the HR industry needs to look beyond the standard cookie cutter method of assRead More
Come join our global team of creative thinkers, problem solvers and game changers. We offer accelerated career progression, a dynamic culture and expert training.