Here's how you can address performance issues within your team effectively.

Monitor performance by actively engaging, listening, asking and looking. Be genuine in lifting performance for success. Be open minded and reflective and don’t change the goal posts which is likely to sabotage outcomes.

You must understand the underlining cause for the performance issues, be seeking the root causes and removing all the bias in this analysis. Look for causes not for guilt. Listen to your team, gather data and use performance evaluation tools.

1. Flag out performance issues Performance issues can be identified if the progress towards the set objectives is deemed to have deviated. Historical data or forecast can help identify if the course towards the set objective is healthy or not. This heavily depends on the constant monitoring of actual outcomes of the efforts put towards achieving set goals/objectives. When the deviation is established then we need to identify the root cause. These can range from skills and knowledge, human factors or environmental factors.

It is important to also know and understand your team members to identify trends and customary practices. In addition , if the environment is stable the performance issues will be different from those that may arise during significant and frequent changes.

It is good to have transparency especially when you are discussing about staff performance.Be objective and give constructive feedback with the end in mind,you want to help that person to grow and improve.Not to condemn and no solutions given

This might be the most crucial part of the entire chain. Empathy and purposeful listening will play a key role in establishing a safe zone, identifying core areas to improve, and ignite enthusiasm around goals rather than pressure pounding. If the leader is forthcoming, the subordinate or the team will be inclined to really behind them. It will encourage everyone to speak freely and those contributions will likely lead to workable solutions.

Sometimes during these conversations good Manager is able to delve deeper into the situation and quite often would know the reason for underperformance already. Those reasons might not be nothing to do with work but some personal issue individual is going through. If that is the case, supportive and SMART Action Plan of measures to help should be mutually agreed. Part of that could be in time of work, HR support,etc…for them to try and deal with their problems first, in order to be able to return and perform as originally set in their job KPI’s.

2. Decide on the approach to address the performance issue After identifying the root cause for the performance issue, an approach should be taken to address the performance issue. If it is a skill and knowledge issue, then training and acquiring of knowledge should be considered for the team. the best way of imparting the skills and acquiring knowledge shall be chosen in regard to the industry, demographics of the workforce, complexity of the performance issue identified. If it is because of the environment, then a consideration would be made on whether it is within the organization's control or not. Once the approach is chosen it needs to be implemented and be put to action.

There must also be a clear, demonstratable link between what the individual is expected to produce and the overall goals for the department and organization. Employees need to better understand how they contribute to the organization in a real way. This will make your performance plans more meaningful to the employee.

Develop action plans with clear and achievable goals for the team and individuals. Create specific plans to address low-performance areas, with deadlines and milestones.

3. Revisit the objectives After implementing the approach to deal with the performance issue, revisit the objectives and align them with what the approach addresses. The objectives should be SMARTER. Constant monitoring and feedback sessions with the team should provide a guide towards achieving the set objectives.

Without loosing track of the objectives, keep an open mind and embrace and promote change whenever needed. Escape from the plan continuation bias, by listening to the stakeholders, analysing the performance data.

There are some other factors affecting the employee’s ability to perform that are not readily considered. The culture of the organization, the loftiness of organization expectations, and the clarity with which the goals and targets of the organization are articulated and translated are a few of these factors. Also, the pace of change given where the employee is in their growth, development and stage in their career myst be considered in making plans.