No, you cannot always call them slackers. While some employees do only pretend to be working, others may simply lack motivation and pleasure in the task to be performed. Dismissal need not be the ultimate solution. So before you part with an underperformer, try to get the maximum out of them ... According to The Daily Muse website you can use a simple set of instructions:
1. Do not expect things to be better
Nothing will change by itself. According to Joseph Weintraub, a professor of management from Babson College, delaying appropriate action is a common managerial problem. Managers often assign employees to something else or let them do the same job. Weintraub additionally warns that poor performance is like an infection: if you do not treat it, it will soon affect the whole team. Begin to tackle the problem before the mood in the team is impaired.
2. Where is the fault?
Whether an employee is unfit for the job or lacks the necessary skills is for you to decide. However, a mistake on one side only is very rare. Responsibility is always shared and it is important to uncover specific details before you try to solve them.
3. Objectivity is more valuable than gold
One of the most difficult requirements of a leader is to eliminate prejudices. If an employee makes you angry because of inactivity, review their work comprehensively. Search for facts to reveal whether there is a problem in communication, neglected training or in the system.
4. Now comes the discussion
Talk to the employee about your awareness of the current situation. Remind them what influence their (in)activity has on the team and the company, and offer them a helping hand. State frankly that you know they are able to do more and ask them to take some time to think about how to improve the situation. Definitely do not insist on an instant response.
5. Prepare a plan for change
If an employee is willing to improve, it is time to prepare an effective plan for change. Write down goals and improvements to be achieved. Remember to set these criteria according to SMART (specific, measurable, acceptable, relevant, timed).
6. Measurability is essential
If you have defined criteria realistically corresponding to the change, then another essential step is measurability. Agree with the employee on how they will be reviewed. Nobody works well with someone else breathing down their neck.
7. If there is no change, take action
If the desired changes have not occurred even after a monitoring period, you should note that the possible cause is in your behaviour. The employee may benefit from your kindness and willingness to help but they do not transfer any of this to their performance. In such cases you need to use a different approach and take serious disciplinary action.
8. Is there a positive change? Then give a reward
Never leave the employee "with an axe hanging over their head". If you have managed to rectify the situation, that in itself is adequate reward, assuming you want a team that makes mistakes but can also learn from them and move on.
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