How do you decide when to terminate or redeploy low performers?

It’s critical to determine if the poor performance is occurring due to a lack of ability, or a willful decision on the part of the employee. To assess the root cause, seek to understand; Does he know what performance is expected? Does he have the necessary skills to perform? Have the proper resources or tools been provided? Does he have the capacity, from a workload standpoint? If your answer no to any of these questions, you may want to provide clarification, training, resources or set priorities as a first step in the process.

Deciding when to terminate or redeploy low performers is akin to finding the right balance between nurturing potential and ensuring operational excellence. It involves a blend of quantitative metrics such as performance appraisals, productivity ratios, and qualitative assessments like cultural fit and growth potential. By aligning these factors with organizational goals and timelines, one can strategize effectively. Consider the Pareto Principle too; focusing effort where it yields the most results. Ultimately, it's about fostering a culture of continuous improvement while acknowledging the individual's potential for growth or need for change.

Feedback is crucial. By providing specific, direct and clear feedback, you can ensure that the employee is clear about the gap between performance and expectations. Once you have provided feedback, you can coach her to provide some support to get her performance back on track.

In addition to these very valid points I'd highlight the need to ensure you don't compare performance with highly performing team members. Whilst there is nothing wrong with mentioning any adverse impact on the wider team discussions should focus on the individual.

Deciding when to terminate or redeploy low performers involves implementing a clear and structured Performance Improvement Plan (PIP). This plan should set specific expectations and goals, provide necessary resources, and outline clear timelines along with potential consequences. In my experience, a PIP should be collaboratively developed, ensuring the low performer is actively engaged in their improvement process. Regular reviews of the PIP are crucial to assess progress and make adjustments as needed. Transparency, fairness, and adherence to organizational policies are essential in this process to maintain trust and ensure equitable treatment.

A PIP provides a clear, specific, documented path to acceptable performance. A well- written PIP serves as a roadmap for the low performer, and as a monitoring tool for the manager.

No person wakes up and thinks to themselves - Today I want to SUCK at my job! Poor performance often occurs when someone is in the wrong role. Instead of pushing them through coaching and performance improvement plans (PIPs), try a different approach. Ask them about their passions and strengths, and simultaneously provide cross-training in other areas of the job. See how they perform in these new roles.

One instance where I successfully motivated a low performer involved a shift in focus towards ownership and responsibility. I approached the situation by empowering them to take ownership of their performance. Through open and honest conversations, I encouraged them to identify areas for improvement and develop an action plan. This shift in mindset, combined with clear communication and ongoing feedback, resulted in a significant turnaround. The individual not only improved their performance but also became a valued and (almost) high-performing member of the team.

It’s only fair to stay engaged with the employees and provide ongoing feedback and communication. If you keep the lines of communication open, you’ll not only set the low performer up for success , but you will also be able to better monitor their progress.

An effective leader is committed to continuous self improvement. The performance of our direct reports can be a reflection of the effectiveness of our leadership. If you take a step back after each step in the process to self-reflect, you will gain insight into your leadership practice, and identify your strengths that you want to leverage moving forward, as well as ways you can become even stronger as a leader.