How do you deal with performance issues that are beyond your employee's control?

Once it is identified that the issue is beyond employee’s control, I strongly believe that the issue shifts from ‘their’ problem to ‘our’ problem with shared responsibility. They most likely need a thought partner and not a supervisor at this stage. Time to take the monkey off their back and share it.

Let the employee know that you understand the situation and will help them get through it. Provide resources to help address the issues that they can’t control. Have empathy! Maybe it’s simply additional training or support from other employees? Sometimes it’s necessary to make adjustments to their job responsibilities for the time being if the issues are honestly beyond the employee’s control to alleviate pressure and stress. Communicate frequently. Encourage employees to let leaders know what the challenges are they’re facing. Leaders need to understand the situation to provide the best support! Ensure the problems aren’t internal, causing the performance issues. Processes or resources should be evaluated and make changes if necessary.

When performance issues stem from factors beyond an employee's control, such as organizational changes or external market conditions, a proactive approach is key. Start by empathetically listening to their concerns and acknowledging the external challenges. Collaboratively set realistic goals, focusing on areas within their control and providing necessary resources and support. Communicate openly about the situation, highlighting their strengths and contributions, while also exploring alternative solutions or adjustments to workload or expectations. Encourage a growth mindset, emphasizing continuous learning and resilience. Regular check-ins and feedback loops can help monitor progress and adjust strategies as needed.

When performance issues pop up that aren't your employee's fault, first zero in on the root cause. Is it a tool issue, process hiccup, or something else? Once you pinpoint the problem, work together to find solutions or adjustments. It’s like troubleshooting a wonky Wi-Fi—figure out if it's the signal, the router, or just too many devices connected, then fix it accordingly. Teamwork makes the dream work!

To communicate clearly and empathetically, be straightforward and choose your words thoughtfully. Listen actively to understand, not just to respond. Put yourself in the other person's shoes to really get where they're coming from. It’s a bit like being a good friend—open, honest, and always there to lend an ear or a helping hand.

When employees face challenges in improving performance, collaboration and planning are crucial, even when factors are within their control. The term "performance improvement plan" may be feared, but collaborating to uncover why improvement seems unattainable is essential. Explore together what might be hindering progress. This process can be enlightening, revealing that there may be no actual barriers, or it can be invaluable as employees share a list of challenges they're encountering. Consider their perspectives and feelings in this two-way, shared responsibility to drive improvement. Additionally, understand their needs from you as their leader.

I would not recommend putting an employee on a performance improvement plan (PIP) if the performance issue is truly outside of their control. Rather, the employee should be evaluated on how they reacted to the external factor that is causing the performance issue. What have they done to mitigate? Have they escalated as required? Did they engage in creative problem solving? Depending on the seniority of the individual, there should be expectations re: how they navigate complex situations that require influencing. If these are indeed an expectation of the role, and they consistently aren't meeting these expectations, then a PIP may be appropriate if sufficient coaching has been provided along the way.