What are the most common mistakes when addressing performance improvement issues?

In my experience, the lack of clear expectations and objectives is one of the most common obstacles to high performance. This misalignment not only happen in relation to key objectives for the role (what needs to be done) but also to ways of working (how work should be done).

1. Not Finding root cause 2. Not using specific required action plan 3. Not taking employee’s ideas on how to make things better 4. Not following data driven approach 5. Unrealistic goals 6. Blame game 7. No follow up

This is key to a successful PMS. We need to create performance differentiation and this comes from clarity on defining it right the first time.

Setting clear and specific goals with data metrics showing what could be considered as meeting expectations vs exceeding or not meeting expectations wherever possible is extremely important. Many organisations have now moved to a model where not only the 'What' aspect of performance but also 'How' aspect of performance is rated. Hence it becomes important to also clarify the leadership principles with anecdotes as to how different ratings are provided against the 'How' criteria of performance and align them with the feedback received from internal/external stakeholders.

1. Failing to clearly communicate expectations, objectives, and areas for improvement can lead to misunderstandings. 2. Giving negative feedback without acknowledging strengths or providing constructive guidance can demotivate employees and damage morale. 3. Addressing symptoms of poor performance rather than identifying and addressing underlying issues can result in recurring problems. 4. Neglecting to offer resources, training, or mentorship to help employees improve their performance 5. Establishing goals that are unattainable can demotivate employees rather than inspire improvement. 6. Delaying feedback or waiting until formal performance reviews to address issues can allow problems to escalate and become more difficult to resolve.

Adopting a personalized coaching approach instead of a one-size-fits-all method is key. It involves recognizing strengths alongside areas for improvement. If performance improvement issues are managed effectively, they can foster a culture of growth, support, and continual improvement.

In my experience, one of the most efficient ways to help an employee is to do a “go and see” and observe first-hand what is happening. It can really help to determine where there is a breakdown. You may discover there is a need for a process improvement, to clarify expectations, additional training, etc.

To address this mistake, consider the following steps: - Understand what specific support and resources are lacking and how they are impacting performance. - Have a candid conversation with the individual or team to discuss the support they need and how it can enhance their performance. - Offer training programs, workshops, or coaching sessions to equip them with the necessary skills and knowledge. - Ensure that the needed resources such as tools, technology, or personnel are made available to support their performance improvement efforts. - Follow up regularly to assess progress, provide feedback, and address any new support needs that may arise.

From my perspective, ensuring employees have the necessary support and resources is crucial for their growth and development. When employees lack these, it can lead to a decline in morale and productivity. To address this, I advocate for a holistic support system encompassing coaching, mentoring, and accessible training programs tailored to individual needs. Regular check-ins to assess progress and address challenges can also reinforce an employee’s confidence and commitment to improvement. This comprehensive support network empowers employees to achieve their performance goals effectively.

This is a common pitfall in real life. The tool for the line managers to evaluate performance should be understandable by them, easy and not too time consuming, close to their reality, and aimed to help them lead the team towards results. For example, I have seen programs for Warehouse managers or Restaurant Heads in which they had to analyze 12 competencies and scales each for a team of 15 people… does not make much sense, and part of modern criticism on performance management. The problem can be the tool design itself, the process to deploy it, and /or the content of the evaluation. There are modern apps out there to be used, but careful, no matter what the vendors tell you - what matters is the content of the evaluations, and why.

I found it critical to involve employees in the process. Otherwise they don’t buy in and often times provide resistance. Even when I’m doing evaluations, performance reviews, or personal improvement plans I ask the person to provide their perspective on how they’re performing prior to me sitting and sharing mine.

In my point of view, involving employees in their performance improvement process is essential for fostering a sense of ownership and engagement. Excluding employees from this process can lead to a disconnect between management expectations and employee perceptions of their roles and contributions. By actively engaging employees in setting goals, developing action plans, and providing continuous feedback, organizations can cultivate a more inclusive and collaborative work environment. This not only enhances trust and respect but also leverages diverse insights for more effective problem-solving and innovation.

Based on my experience, the provision of constructive and timely feedback is a cornerstone of effective performance management. Feedback that is delayed or lacks specificity can obscure an employee's understanding of how to improve, stalling their development. By offering immediate, focused, and balanced feedback, managers can guide employees more effectively toward meeting performance expectations. This approach should highlight both strengths and areas for improvement, ensuring that feedback is a tool for empowerment rather than discouragement.

Delaying or avoiding giving feedback on performance issues can prevent employees from understanding where they need to improve and how to take corrective action. For instance, if a manager waits until an annual performance review to address concerns about an employee's performance, it may be too late to make meaningful improvements.

Real- time feedback allows employees to take action in the moment and more importantly ask for support if they need it. With that being said, constructive feedback may not always be received well and if not reflected on by employees, may not have the desired results leading to further performance issues. If your employees are not used to receiving feedback generally, that positive feedback is not a frequent part of your culture than accepting constructive feedback becomes even more difficult. By giving feedback regularly, both positive and constructive, the concept of feedback becomes normal and people are able to really act on the feedback they receive to refine their performance.

O feedback é uma das melhores ferramentas de gest?o. Só através dele é possível alinhar expectativas, redefinir rotas quando necessário e engajar colaboradores para alcance de resultados. O feedback deve ser pautado em situa??es reais e muito bem justificado. Construtivo ou positivo, o feedback assertivo é a melhor forma de comunica??o entre gestores e colaboradores

Providing actionable feedback is pivotal in nurturing employee growth and morale. Employees inherently strive for success; no one wishes to feel like a failure at work. However, the common pitfall lies in feedback that merely highlights shortcomings without offering tangible solutions. To truly empower employees, feedback must be specific, balanced, and actionable. It should not only identify areas for improvement but also provide clear guidance on how to address them. By recognizing strengths and achievements alongside areas needing development, managers foster a culture of support and growth. This approach instills confidence, clarity, and a sense of purpose, propelling employees towards continuous improvement and success.

Ignoring the root cause of underperformance is also a culprit. One common mistake is focusing solely on surface-level issues without addressing the underlying reasons for poor performance. For example, if an employee consistently misses deadlines, simply reprimanding them for their tardiness without considering potential workload or time management challenges may not lead to sustainable improvement.

Performance issues can sometimes be symptomatic of deeper underlying problems, such as poor training, unclear expectations, or personal issues. Ignoring these underlying issues and only addressing the surface-level symptoms is unlikely to lead to lasting improvement.

Evaluating one employee by using another's achievement. Let's understand that every employee is set and wired differently to achieve a similar goal using different models. Find out what works for the specific employee and discuss it with them , allowing contributions and this will eventually bring success

Believe They Can, and They Will: Why Growth Mindset Matters for Performance Leaders who approach performance improvement with a fixed mindset, assuming employees are incapable of change, do their teams a disservice. Viewing performance improvement as a chance to unlock potential, not impose limitations, yields far more fruitful results. When we shift our focus from "they can't" to "how can we help them grow," we create an environment where positive intent and support can truly work their magic. By fostering a growth mindset and believing in the potential for development, leaders can empower their teams to achieve remarkable things.

Consider seeking guidance from HR professionals, performance management experts, or training resources to develop effective strategies for addressing performance improvement issues. Prioritize open communication, collaboration, and empathy when working with employees to identify challenges, set goals, and implement solutions for performance improvement.

Business dynamics change faster than KPIs, leading to : 1. Stretch tasks , beyond KPIs 2. Non-alignment of KPIs with business realities It’s beneficial to cater for such business dynamics while defining metrics. Also useful to keep allowance for giving credit for facilitating peers in their work!