Even one underperformer can destroy the morale and results of an entire team. That is why managers can't afford to overlook poor performance. The question is, what is the best thing to do in such a situation. How can you help this type of employee? This issue was recently addressed by Amy Gallo, the author of popular management tips on the Harvard Business Review website. Her advice is not to ignore the situation.
The problem of poor employee performance lies in the fact that managers often do not address it directly. The employee is transferred to another job or stays in his current position without making any changes. This is obviously wrong, because it is not a solution. A typical consequence is further deterioration of the situation. The manager is becoming more dissatisfied, and the employee sees it, but does not know what to do. What is a better approach?
Search for the cause
Start by attempting to determine why the employee is not working as well as you hoped. He could have been chosen poorly, he may be lacking important skills, but he may also just not understand what you want from him. That is why you should also focus on your own role in the problem and on what you can change yourself.
Ask others
Try to get information that is as objective as possible. Before approaching the employee, ask the people who work with him. Search for evidence whether your negative beliefs about the employee are true or not. Keep this strictly confidential.
Talk to the sinner
Explain that you noticed the employee's underperformance and stress that you want to help him. Express your belief that he can work better and ask him to propose how to improve the situation. You do not have to force him to answer immediately, offer some time to absorb your feedback and come up with proposals. Then, accordingly, decide whether he is interested in improving and whether you could be his coach. You can't help someone who does not want your help.
Create a plan and measure progress
Agree on specific actions both you and the employee will change. Also agree on the resources necessary, and on how you will measure progress. Regular meetings to check progress are important. At the same time, however, you do not have to be the only person to evaluate the underperfoming employee. Ask him if someone he trusts could be involved in measuring his progress as well.
Act if you do not see improvement
You should of course praise positive changes. The employee should hear from you that he has improved. Once he has fulfilled the changes that were required, let him know that you will stop checking his progress in such detail. Emphasize how important it is to learn from mistakes. However, if you can't see any improvement even after repeated attempts, stop being the nice-guy coach. Make it clear that if the employee does not change his behavior, a disciplinary action will follow.
-Kk-