Managing «low» performance
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Our aim will be to give you tips/hints every month on helping your people reach their full potential.
«Many Companies recognise the need in the current climate to build on their competitive advantage by investing in people as well as keeping motivation and moral high» H.R.Management UK (26/03/09)
The following article is about “Managing ‘low’ performance”. As you may know we have a long experience in this field – for example :
-Well over 800 managers and employees trained for Texas Instruments;
-We acted as consultants and trained trainers for the international deployment of Lhoist’s Development and Performance Management programmes.
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Our 30 years experience and know-how is available for you. Please do not hesitate to contact us for help and advice.
MANAGING “LOW” PERFORMANCE
1.First, ask the following 4 questions before so classifying performance and taking the appropriate action :
a.–Are the “objectives” I set him/her the problem ? If so clarify the objectives
b.–Is the problem due to lack to skills/competencies ? If so give training and/or supervise and/or give the mission to someone else.
c.–Are changes interfering with objectives ? Then listen, assess, reset/renegotiate objectives.
d.–Only finally ask : Is there an attitude problem ? If so be frank. Solicit rational and emotional reasons. Take appropriate action. Reprimanding if appropriate.
2.Never criticise the person only their behaviour . For giving feedback for “negative” behaviour, we suggest this model :
a.-Refer to action/behaviour, the consequences for the team, the project, your feelings
b.-Show your appreciation of the person in general. This to insist/show you are not criticising the person him/herself, but you are challenging their behaviour.
c.Get commitment for future
n.b.Objectivity – be direct and give/receive honest feedback.
3.Ask yourself – am I in phase with his/her personality type ? e.g. Is my style too fast, too direct and job oriented for a person who for example is at ease only working at their own place, (one thing at a time) and who needs first to be recognised as a person ?
4.Confront the problem asap. Do not save it for the annual review.
5.Limit- to the 2 most important aspects.
6.Set out – clearly, standards of performance and what improvements you mean exactly – fix review date(s).
7.Ask/give the support they need.
8.Get commitment.
9.Be very specific about the consequences of non-compliance (if reprimanding)
10.Check with HR if necessary.
11.Respect your commitments.
n.b. Perhaps the most difficult task is for managers to look at themselves as part of the system to see if they are contributing to problems.