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You have a team member who is consistently underperforming. What can you do to help them improve?

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Having a team member who is consistently underperforming can be frustrating and demoralizing for you and the rest of your team. You may be tempted to ignore the problem, confront the person harshly, or even fire them. However, these approaches may not be effective or fair, and may have negative consequences for your team's morale, productivity, and reputation. Instead, you can try these six steps to help your team member improve their performance and regain their confidence.

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Juan Luis Rodriguez Tudela, MD, PhD, Microbiology

Co-Founder Global Action for Fungal Infections (GAFFI) | Vice-president—Board of Trustees | Interim CEO | Director…

1 Identify the root cause

The first step is to understand why your team member is underperforming. There could be many possible reasons, such as lack of skills, motivation, feedback, resources, or support. You can find out the root cause by observing their work, reviewing their results, and having a candid conversation with them. Ask open-ended questions, listen actively, and show empathy. Avoid making assumptions, judgments, or accusations.

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Juan Luis Rodriguez Tudela, MD, PhD, Microbiology

Co-Founder Global Action for Fungal Infections (GAFFI) | Vice-president—Board of Trustees | Interim CEO | Director LATAM programs.
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Es evidente que hay que intentar identificar la causa de que las cosas no vayan bien e intentar solucionarlo, lo que no es tarea fácil. Una aproximación que a veces da resultados es hablar con sus compa?eros de trabajo y tras ello enfocar el asunto desde una perspectiva más certera. Sin duda que no hay que hacer ni suposiciones, ni juicios ni acusaciones porque muchas veces la situación se normaliza por ser debida a causas externas.Sin embargo, mi pregunta es si no se consigue mejorar el rendimiento por la razón que sea, ?que camino hay que tomar? En algunos entornos esta situación se convierte en tóxica, por el tipo de relación laboral hace prácticamente imposible un cambio. Ahora soy yo el que pregunta ?Cómo se soluciona?

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Junaid Ahmed Memon

Projects HSE Lead I GradIOSH, DDA, OSHAD, B.E, (L7 dipOHS management), IdipSE L6, NEBOSH, ISO 45001:2018 OHSMS, ISO 22000:2018 FSMS, ISO 14001:2015 EMS OHSAS 18001:2007, IOSH MS, Level 6 Trainer
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will closely monitor him, will find out root cause, if the root cause is rectifiable, then will start working on the rectification.

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2 Set clear and realistic expectations

The second step is to communicate clearly and explicitly what you expect from your team member in terms of quality, quantity, and timeliness of their work. You can use SMART goals, which are specific, measurable, achievable, relevant, and time-bound, to define and track their progress. You can also clarify their roles and responsibilities, and how they contribute to the team's and the organization's objectives. Make sure they understand and agree with your expectations, and document them in writing.

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Juan Luis Rodriguez Tudela, MD, PhD, Microbiology

Co-Founder Global Action for Fungal Infections (GAFFI) | Vice-president—Board of Trustees | Interim CEO | Director LATAM programs.
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Esta recomendación es simplista. Hay cosas que son muy fáciles de comunicar y que quedan claro desde el primer momento, pero hay otras que ni son ni especificas ni medibles y que pueden ser muy complejas de alcanzar y que si se a?ade un límite de tiempo hay muchas posibilidades de incumplirlo. Intentar encasillar todas las actividades en objetivos medibles no es realista. Lo que hay que tener claro es el alcance de lo que te traes entre manos y en base a ellos definir con todos los miembros del equipo cuales son las metas que se pueden ir alcanzando intentando adaptarlas a la realidad y no al deseo

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3 Provide regular and constructive feedback

The third step is to give your team member frequent and honest feedback on their performance. You can use the sandwich method, which is to start with something positive, then address the areas of improvement, and end with another positive comment. You can also use the STAR method, which is to describe the situation, task, action, and result of their work, and then suggest alternatives or solutions. You can also ask for their feedback on your leadership style, and how you can support them better.

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4 Offer coaching and training

The fourth step is to help your team member develop their skills and knowledge. You can coach them personally, or assign them a mentor or a buddy from the team. You can also provide them with training opportunities, such as courses, workshops, webinars, or books. You can also encourage them to learn from their peers, or from other sources of best practices and inspiration. You can also recognize and reward their efforts and achievements, and celebrate their milestones.

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Juan Luis Rodriguez Tudela, MD, PhD, Microbiology

Co-Founder Global Action for Fungal Infections (GAFFI) | Vice-president—Board of Trustees | Interim CEO | Director LATAM programs.
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Esto es básico. Cualquier trabajo debe ofrecer una formación continuada con un programa reglado para todos los miembros del equipo de acuerdo con su entrenamiento previo. No importa el tipo de trabajo que sea. Hay que ofrecer formación y progreso y evaluar los resultados de forma global e individualizada y, además, obtener retroalimentación sobre la calidad del programa de formación

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5 Delegate and empower

The fifth step is to delegate tasks and projects that match your team member's strengths and interests. You can also give them more autonomy and responsibility, and let them make decisions and solve problems on their own. You can also involve them in planning and goal-setting, and solicit their ideas and opinions. You can also create opportunities for them to collaborate and network with other team members and stakeholders. This way, you can boost their confidence, motivation, and engagement.

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Juan Luis Rodriguez Tudela, MD, PhD, Microbiology

Co-Founder Global Action for Fungal Infections (GAFFI) | Vice-president—Board of Trustees | Interim CEO | Director LATAM programs.
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No existe el trabajo en equipo si no se delega y comparte. Si no se escucha a todos los componentes y se ajustan los planes de consecución de forma consensuada, las posibilidades de éxito disminuyen. A veces no queda más remedio que tomar decisiones individualizadas pero hay que intentar que eso sea la excepción y no la regla.

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6 Monitor and evaluate

The sixth step is to monitor and evaluate your team member's performance regularly. You can use key performance indicators (KPIs), metrics, or feedback surveys to measure their outcomes and impacts. You can also use check-ins, reviews, or appraisals to discuss their achievements and challenges, and to provide recognition and constructive criticism. You can also adjust your expectations, feedback, coaching, and delegation strategies as needed, and set new goals and action plans for their continuous improvement.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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You have a team member who is consistently underperforming. What can you do to help them improve?

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1 Identify the root cause

2 Set clear and realistic expectations

3 Provide regular and constructive feedback

4 Offer coaching and training

5 Delegate and empower

6 Monitor and evaluate

7 Here’s what else to consider

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