Underperforming employees can have a negative impact on your team's morale, productivity, and results. As a manager, you need to address the issue as soon as possible and help your employee improve their performance. Here are some steps you can take to effectively manage an employee who is underperforming.
The first step is to identify the root cause of the underperformance. Is it due to a lack of skills, knowledge, motivation, feedback, or resources? Or is it related to personal or professional challenges, such as stress, health, or conflict? You can use various methods to gather information, such as observing their work, reviewing their metrics, talking to their peers, or conducting a performance appraisal.
Many times, the problem arises from leaders not setting clear expectations. And these expectations should be clear from Day 1. Now, we must establish regular checkpoints with them so that performance gaps are minimal and can be corrected in a timely manner. We should maintain an open and transparent line of communication with employees so they feel secure and confident in expressing their needs. As leaders, it's our responsibility to provide them with the necessary resources.
Start with a conversation that leans more at looking at the human being behind the problem rather than the work that isn't being done. There are things you might discover from a brief "how are you" conversation that will answer more questions before you even have to ask them. From there, work together proactively to create measurable goals that define progress. Allow enough time to reach those goals, and reassess as necessary.
In my experience the first step is to establish trust with the employee. Without trust all other steps no matter how well they are executed will fail.
One thing i have found helpful is identify the root cause of underperformance. This needs to be supplemented with specific and time bound performance improvement plan.
I believe in a proactive and supportive approach to check underperformance. Clear communication, setting realistic expectations & providing constructive feedback are essential. I try to work closely with the employee to identify challenges. Also offer necessary resources & implement a personalized improvement plan. Ultimately, it's about presenting culture of continuous improvement & ensuring each team member has the tools to succeed them.
The next step is to communicate your expectations clearly and constructively to your employee. You should explain what the performance standards and goals are, how they are measured, and why they are important. You should also provide specific examples of how they are not meeting the expectations and how it affects the team and the organization. You should avoid being vague, harsh, or accusatory, and instead focus on the facts and the desired outcomes.
A big part of work success is setting clear & measurable goals that employees can take charge of. Managers can use the FAST goals approach: ? Have frequent talks about progress. ? Set goals that push a bit, aiming high. ? Be clear about what steps to take along the way. ? Keep things open and honest. Numbers and facts are crucial for measurable goals. Show employees how to measure their own success. Talk about it regularly. Once someone gets the hang of this, managers can focus on the softer skills that help with personal and professional growth.
Communicating you expectations involve the following steps:?? 1. Setting clear performance standards for the employee's role in a specific time line 2. Hold Regular Feedback Sessions to provide feedback on performance 3. Use Specific Examples to illustrate your concerns, making it easier for the employee to understand the issues. 4. Encourage Two-Way Communication and create an open and non-threatening environment where the employee feels comfortable discussing their challenges
One thing I have found impactful in such situation is the willingness to sit down and discuss what is going wrong and discover the why behind it. Once that discovery stage is done, it is essential to set the platform by sharing expectations, notably objective in nature. It is important to watch out for tone during these conversations as any manager/stakeholder should operate with a development mindset in these conversations. A great way to set expectations is by illustrating through example. Pick a situation in the employee's history and narrate out how it could have been done differently using STAR framework.
Effectively managing an underperforming employee starts with clear communication of expectations. Reflecting on my approach, I ensure that expectations are conveyed and understood. Talk candidly about where their performance is falling short and what is expected of them moving forward. For example, I once managed an employee whose productivity was declining. During our discussion, I outlined specific, achievable goals and clarified how these aligned with the team's objectives. This clarity helped the employee understand the gap between their current performance and the expected standard. Communicating expectations in a supportive yet straightforward manner sets the stage for improvement, providing a clear direction and a fair opportunity.
This is a common area for mistakes to occur. Often, performance gaps become apparent only at the last minute, catching employees off guard as they were unaware of their subpar performance, despite managers claiming to have provided feedback. Managers should articulate expectations clearly, avoiding casual discussions during breaks and instead engaging in formal conversations that consider employee aspirations as well. Documenting these discussions is advisable for easy reference in the future.
The third step is to develop an action plan with your employee to help them improve their performance. You should involve them in the process and ask for their input and feedback. You should also set SMART (specific, measurable, achievable, relevant, and time-bound) objectives and milestones, and assign roles and responsibilities. You should also identify the resources and support they need, such as training, coaching, mentoring, or counseling.
Key word here is WITH your employee. An action plan that is demanded of the employee "or else" will not be nearly as successful as when the employee develops the actionable items together WITH you and agrees with the plan moving forward.
Managing an underperforming employee effectively hinges on developing a clear, actionable plan. Initiate an open dialogue to understand the root causes of underperformance. Collaboratively identify areas for improvement and agree on specific, measurable objectives. Design a tailored action plan with clear milestones and timelines, ensuring it aligns with the employee's strengths and addresses key development areas. Include opportunities for skill development, like training or mentorship. Set regular check-in's to monitor progress, provide feedback, and adjust where necessary. This structured yet supportive approach not only guides the employee back on track but also demonstrates your investment in their success and development.
Developing a pragmatic improvement plan for the underperforming employee involves collaborative goal setting to ensure targets are perceived as achievable rather than overly ambitious. In engaging the employee, consider their input to establish realistic objectives that align with both organizational goals and their individual capabilities. This collaborative approach fosters a supportive environment, empowering the employee to actively participate in their own professional growth and success.
Without clears goals and a path to achieve them, under performers will likely continue to struggle. On top of defining the path to success, you need to help them along the way. Set regular checkins to understand how progress is being made and if you need to course correct.
Firstly verbal counselling where all the weaknesses and areas of improvement should be communicated with employee. Tell them the consequences of not meeting the performance criteria. Put them in an improvement plan with a deadline to review performance again. Get the written consent for promised productivity
The fourth step is to monitor and evaluate the progress of your employee regularly and provide ongoing feedback. You should track their performance indicators, review their work, and acknowledge their achievements and improvements. You should also address any challenges or setbacks they face and offer guidance and encouragement. You should also document the process and the results for future reference.
Regular monitoring and progress evaluation is absolutely key to ensuring an employee feels that they are being treated fairly and given a genuine opportunity to improve. Managers understandably want to draw up a performance improvement plan and then let their team member just get on with it whilst they deal with everything else. Without genuine commitment to monitoring and evaluating progress though, an employee will struggle and any subsequent legal process will rightly question whether the business really wants to support the employee to improve or is simply ticking a box.
I love this point! We created Pulse - an AI-powered chatbot to enable HR teams to leverage micro engagements and analyse sentiment across the board, allowing HR to proactively shape the employee experience. It's a strategic tool that elevates the HR function to gain greater insights and customise the employee experience. This should definitely be the way we look at performance management in the future of work!
If no sufficient improvement or explanation is provided, you should consider implementing a formal disciplinary or capability procedure with the employee. Formal disciplinary processes must follow the steps set out in your written policies. It’s vital that this process follows fair procedures. You should deal with the process efficiently ─ don’t allow the issue to drag on. Act in accordance with previous cases of a similar nature to ensure a consistent approach in terms of assistance provided, or if appropriate, sanctions issued. In addition to these tips, you need to communicate clearly with any employee who is going through a disciplinary process and keep good written records of all the steps you have taken to address the issue.
When they say monitor, do not be a micro-manager. Since the KPIs are already set, it is easy to track the progress. During the process, provide them with constructive feedback. When providing feedback, always start with positives and then the recommendations. By this, they feel motivated and always give their best.
The fifth step is to reward or correct the behavior of your employee based on their performance. If they have met or exceeded the expectations, you should recognize and appreciate their efforts and contributions. You should also discuss their career development and opportunities for growth. If they have not met the expectations, you should discuss the consequences and the next steps. You should also explain the possible actions you may take, such as reassignment, demotion, or termination.
If things are not getting done. Make it black and white. Plan along with the person and not alone. Ask the underperformer to own it and work on the plan. When things are black and white along with the discussion, the confidence is gained and people start performing. Aid them with the help required, even if its a mentor or some skill upgrade. Assist them to perform.
In my perspective, the manager must make it clear to the employee whether the person improved or not. If the employee's performance is still below par, then I do not believe the person is the right fit for the job. At times, you need to be crisp and if possible, make an internal movement to some other team where the employee skills match the role before taking a hard decision.
A well-balanced approach that combines positive reinforcement and corrective measures can be instrumental in helping an underperforming employee reach their full potential. Three things that I have found helpful are: ?Monitor Progress to regularly assess the employee's progress against the established goals. Provide ongoing feedback and adjust the action plan as needed. ?Recognize Improvement to Acknowledge and appreciate any improvements made by the employee. Positive reinforcement can be a powerful motivator. ?Be Consistent and Fair to Ensure consistency in applying both rewards and corrective measures. Treat all employees fairly and avoid any perception of favoritism.
Motivation is make someone do or not do a particular action. So, we need to motivate the employee positive changes and keep encouraging to keep up the momentum and deliver the outcomes are required so that he can be benefitted with the career opportunity
The only system that has shown resilience across various historical eras and economic phases is that of the "carrot and stick".
The final step is to review and adjust your approach as needed. You should evaluate the effectiveness of your action plan and the impact of your feedback and rewards. You should also solicit feedback from your employee and other stakeholders on your management style and communication. You should also reflect on your own strengths and weaknesses as a manager and seek to improve your skills and knowledge.
I always ask my employees how I can help them or if there is anything that they need from me to support them in order to be successful. Their voice, concerns, and feedback are heard and validated in our conversation.
If organisation is bound to change according to market. so it the employee subject to change according to his environment. so all the Performance Improvement Plans can be constantly reviewed along with him and his Reporting authority and be adjusted/ modified/ upgraded. so that it could go in a motivated way.
It is of utmost importance that managers look back at their style and improve on it. There is no perfect plan that exists, and it is vital to have a continuous learning process even for managers. Get feedback from peers and incorporate the suggestions in your leadership style to see a better self.
Underperformance has several components to it, that leaders need to think about first, before making quick judgments. 1. Is it a motivational issue? And is that about the tasks, the role, the collaborators etc? 2. Is it about skills? Is it about missing skills to perform the tasks of the role and meet the expectations I have? 3. Is there a specific behaviour of the employee that is creating “noise“, and this is the reason why relevant people don‘t like to collaborate with your team member, which hinders success? 4. if 1, 2 and 3 are given, is it me as a leader who did not create a good enough context to perform in, where expectations are not clear? In all of this, don‘t forget to speak with your team member to validate all the above.
To manage an underperforming employee, have a one-on-one meeting to discuss concerns and identify the problem. Develop an action plan with specific goals/ targets and deadlines, and provide regular feedback and support. Ensure the employee has the necessary resources and training. Disciplinary action should be the last resort. The goal is to help the employee improve and contribute to the team's success.
I try to remind leaders that having honest conversations with employees is an act of kindness. Most people want to know the truth about their performance and typically appreciate respectful, direct dialogue. I compare it to being across the dinner table from a friend who has food stuck in their teeth. The longer you wait, the more likely they are to see it during a trip to the restroom and feel humiliated that they were talking to you with a big piece of lettuce ruining their smile. Truth-telling is hard. But it’s also one of the kindest things you can do to support the people on your team. Don’t leave someone with food in their teeth…
Don't buy into triangulation conversations with peers and other leaders. Review the facts: what did happen, what didn't happen, and how to fix it moving forward. Address concerns with a direct report in a timely manner. Be respectfully transparent during your conversations.
Abrupt underperformance that has surfaced suddenly could be the result of many other factors like personal issues, stress or mental wellbeing of the employee. Please be mindful of neurodiversity. Here are my few more cents: 1. Reassess your performance standards. Set clear SMART goals. 2. Get their thoughts on the situation. 3. Identify & treat the cause, not the effect. 4. Jointly devise a solution 5. Address personal concerns. 6. Assign them a ‘silent’ mentor. 7. Consider implementing PIPs and get things back on track. If the person continues to perform below expectations, consider other options, such as changing their function, giving them more resources and assistance, or terminating their employment. Always know where you stand.