Here's how you can effectively manage underperforming team members in your franchise.

There are some fundamental things we must do in this regard: 1. Clarify the expectations of the role to the individual at the beginning and also at every stage in which the role undergoes changes. 2. Ensure the individual is competent / has potential to perform in the role. Check how the individual is feeling about it. 3. Have conversations ranging from very short check-ins to development discussions and performance reviews. Having regular interactions and creating platforms to express concerns at any point is crucial.

I make sure everyone has the tools they need to succeed and also that the goals i have set are ones that a competent performer could achieve. That being said I tend to focus most of my time making my B and C players better rather than trying to save the underperforming.

One of the great initiatives we used many years ago to grow franchise performance across the network was to set up league tables across the key business KPIs and then share them with all franchisees. What got the rubber on the road was creating a culture where the franchisee team talked to each other about what was happening in their business. If they found themselves at the bottom end of any given table, they could easily see another owner doing well on that KPI. This approach had the added benefit of alleviating the expectation on the franchisor to solve their business problems. The franchisor's role was to gather and publish the data sets across the network using the league table format, maintaining transparency and privacy.

When this article indicates that step one is Identifying Issues through a one-to-one, it presumes that supervisors will do this well. Unfortunately, most people earned a supervisory role by being a great doer. As a result, when they uncover an opportunity for improvement, they immediately go into "Fix It Mode". This frequently results in the producer being less interested in having a next 1-2-1. It's important to learn how to coach in these situations. Telling someone how to get better, or establishing goals for them can continue on the path to failure for both the leader and the producer. When you hear the initial issue, can you allow the producer to share what they believe to be the best way forward? Ping me, I'll share a free model...

To seek Collaboration with Franchise Support: I would leverage the resources provided by the franchise support system by first Consulting with franchise trainers, human resources, or management teams to access additional guidance, training programs, or best practices for managing underperformance, that will be my priority. Then I would go with a careful and proactive approach, by setting clear expectations to the employee ( Job Descriptions , annual targets, KPIs) , have a regular feedback sessions to provide training and support and understand the reasons behind underperformance,, and give training support if necessary and at the end recognize improved performance and reward it , in order to encourage continuous improvement culture.

One effective approach I've used involves defining clear Key Performance Indicators (KPIs) for each team member, along with setting man-days for each process function. By analyzing team production metrics, I can identify patterns and areas for improvement. Regularly reviewing these metrics allows me to give constant, constructive feedback to my teammates. This continuous feedback loop not only helps them stay on track but also fosters a culture of accountability and continuous improvement.

After identifying the core issues, collaborate with the team member to define clear and achievable SMART goals. This process provides a structured roadmap for improvement, with specific and measurable targets. Ensuring these goals are aligned with the broader objectives of the franchise highlights the significance of the team member's role in our collective success.

In managing workload, I analyze the volume of cases and the Turnaround Time (TAT) required for each. I then allocate tasks based on the experience and strengths of individual team members. This ensures that more complex tasks are handled by those with the appropriate skill level, optimizing efficiency and reducing errors. During periods of high case volume, I coordinate with cross-functional teams to pull in additional support, ensuring that we meet our TAT targets without compromising quality. This collaborative approach not only helps manage surges in workload but also strengthens interdepartmental relationships and enhances overall productivity.

Offering the right support is critical in helping an underperforming team member get back on track. This could involve additional training, mentoring, or even adjusting their workload to better match their capabilities. Remember, the aim is to empower them to succeed, not to overload them with more pressure. Support should be tailored to individual needs to ensure it's effective in addressing the specific areas of underperformance.

After setting goals and providing support, monitoring progress is crucial. Schedule regular check-ins to discuss achievements and address any challenges. This ensures accountability and demonstrates your commitment to their success. Continuous feedback during these meetings helps them adjust their approach and maintain momentum toward their performance targets.

Maintaining regular check-ins to address an issue is key for both parties. It shows the under-performer that you're actually committed to helping and it shows you that they're bought in to the process. It also helps to take the stigma away - it becomes routine to continually work on improving.

One thing I found helpful is Implementing a profit-sharing plan in franchise business can effectively incentivize underperforming employees by directly linking their efforts to financial rewards tied to the franchise's profitability. This strategy fosters a sense of ownership, accountability, and teamwork, motivating employees to improve productivity and contribute to the overall success of the franchise. By offering a competitive compensation structure that rewards performance, profit-sharing not only attracts top talent but also transforms underperforming employees into proactive contributors committed to achieving both personal and franchise-wide success.

If there's no improvement despite your support and interventions, adjusting your strategy may be necessary. This could involve re-evaluating the goals or the support provided. Staying flexible and open to new methods is crucial in helping the team member succeed. Sometimes, a different approach can significantly enhance an individual's performance.

Recognising and rewarding improvement is crucial for fostering a motivated and high-performing team. Publicly celebrating small milestones can boost morale and demonstrate that improvement is noticed and valued. Constructive feedback is also essential; it should not only highlight areas for improvement but also emphasize the progress made. This balanced approach helps maintain a focus on continuous development and ensures that team members feel appreciated and supported in their growth journey. Creating a culture where achievements, no matter how small, are recognised cultivates an environment of encouragement and sustained performance enhancement.

If possible, reassign the team member to a different role that may be better suited to their skills and strengths. If there is no improvement despite all efforts, consider more formal disciplinary actions according to your company's policies. If after all these steps there is still no improvement, it may be necessary to consider termination. This should be a last resort and handled in accordance with the compar's policies and legal guidelines.