Dealing with an underperforming team member in IT support. Are you ready to address the issue head-on?

To address an underperforming IT support team member, start by reviewing their performance data and feedback. Schedule a private meeting to discuss specific concerns, citing examples. Actively listen to their perspective to identify any underlying issues like training gaps or personal challenges. Set clear performance expectations and measurable goals for improvement. Offer support through training or resources to help them succeed. Monitor their progress regularly, providing constructive feedback. If no improvement is made, outline the consequences, including formal warnings or reassignment.

The first thing you should say to your team is, "Are you okay? I'm worried about you." It's crucial to treat your team well, especially if they're going through a hard time. Ensure that you listen and understand before making any judgments or decisions. If nothing is affecting them personally, start the conversation by saying, "I notice a significant impact on the operation because of XYZ. Is this what you intended?"

Regardless of dynamics and structure, identifying a viable issue or gap in performance is critical to managing and mitigating decline in team or individual results. Identification should also be followed-up with validation which often occurs in the form or quantitative and qualitative output during a feedback session. Comparing performance with relative mean and high numbers will help to identify quantitative output issues. Skills set is another characteristic which must be identified as well, which often is observed as a qualitative result. Even more critical is being able to relay such data and information to the employee to assist in improvement or closing a skills gap.

Setting expectations can be akin to an oral performance contract. The stage should be set for improvement and success with a focus of moving forward. The employee should not simply be told expectations, rather an agreement should be made with the manager of how the issue will be mitigated, outlining the employee's role as well as that of the manager. Regular feedback session should be maintained until improvement and KPIs are achieved.

I have a saying, "a person without a plan is only dreaming. " This holds true for performance management as well. Creating a plan of action with actionable items and clear timeframes are critical to achieving improvement. Identify and well-define the quantitative and qualitative parameters for the plan. The manager and employee's role in the plan should be clearly outlined with a definitive scope for 360-degree feedback for critical performance items.

Offer Support- This category should be highlighted. Management is not just about managing the issues or gaps in performance. People are an asset. Regard the "issue" as an opportunity for growth and professional development. Create and refer to a map of goals and skills building, make it the center of a two-way conversation. I have used this method on numerous teams. Creating a Skills and Goals Treasure Performance Map integrates their work in visually fun manner and ties a more personal/professional connection to their objectives. Maybe the treasure is to gain better experience with IDS while the Golden Treasure is their CISSP, as an example.