- unclear expectations (ever try to do a job when you aren't sure WHAT to the job is?)
- lack of job training (impacts capability)The key question to ask: "Is this employee trainable / salvagable to eventually perform the required job?"
When your answer is "yes", the solution is usually added training or clarified expectations. When your answer is "no", it's time for employee performance discipline. Okay, so it's time for discipline. Some hints:
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1) Determine the specific expectations required on the job.
Make sure there is a clear, written job description (this is the minimum performance delivery required for the employee to keep his/her job). Review expectations with the employee - use examples to clarify how the job duties are to be performed or delivered.
Make sure there is a clear, written job description (this is the minimum performance delivery required for the employee to keep his/her job). Review expectations with the employee - use examples to clarify how the job duties are to be performed or delivered.
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2) Work with the employee to establish agreed upon standards for performance.
These standards may include timeliness (ie. meeting deadlines), accuracy or quality levels, and completeness of job duties. Often, employees, when asked what is a reasonable job standard, will commit to a higher level than the supervisor expects. Make sure there are clear measures of these agreed standards so that the employee can self-monitor results and report back on a regular basis.
These standards may include timeliness (ie. meeting deadlines), accuracy or quality levels, and completeness of job duties. Often, employees, when asked what is a reasonable job standard, will commit to a higher level than the supervisor expects. Make sure there are clear measures of these agreed standards so that the employee can self-monitor results and report back on a regular basis.
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3) Follow up daily, weekly or monthly on measurement of standards. Frequency of meeting will depend on the degree of supervision appropriate to the situation. Where results are below standard, identify solutions that both employer and employee can participate in (i.e. job-specific training by employer, self-study or extra care by employee)
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4) When continued efforts to improve performance are not successful, written discipline is the next step.
Before meeting, write down a specific list of performance deficiencies including specific examples of each deficiency. When you are ready for the discipline meeting, keep this list handy and quietly (subtly) "tick off" each item on the list as you discuss with the employee. This list will help keep you on track, ensure you don't forget anything and will also become your HR documentation if needed later.
4) When continued efforts to improve performance are not successful, written discipline is the next step.
Before meeting, write down a specific list of performance deficiencies including specific examples of each deficiency. When you are ready for the discipline meeting, keep this list handy and quietly (subtly) "tick off" each item on the list as you discuss with the employee. This list will help keep you on track, ensure you don't forget anything and will also become your HR documentation if needed later.
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5) Buy a box of tissues
Keep them handy in case the employer/employee meeting becomes emotional. If the employee cries, hand out the tissue(s) and wait...... resume the meeting and complete discussion of the deficiencies when the employee is composed.
If you cancel the rest of the meeting once crying commences, you will have to redo the discipline discussion all over again at a later time -- it's better to complete all of the issues in one meeting and get the pain over with.
Keep them handy in case the employer/employee meeting becomes emotional. If the employee cries, hand out the tissue(s) and wait...... resume the meeting and complete discussion of the deficiencies when the employee is composed.
If you cancel the rest of the meeting once crying commences, you will have to redo the discipline discussion all over again at a later time -- it's better to complete all of the issues in one meeting and get the pain over with.
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6) Conclude the meeting with a solution and action plan with dates for followup.
This is usually a list of performance standards to remain employed (stated to the employee in a letter).
6) Conclude the meeting with a solution and action plan with dates for followup.
This is usually a list of performance standards to remain employed (stated to the employee in a letter).
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7) Have a Plan B in the back of your mind, in case an employee is beligerent or insubordinate.
There will be situations where an employee will never admit performance problems or who, by the end of the meeting, you will realize they are "unsalvageable" in terms of ever getting to required performance levels. In these more severe cases, having a more serious discussion about termination or resignation can be appropriate. You may also keep a termination letter handy (with researched severance options etc), to be presented only in a worst case scenario - this can save you the difficulty of rescheduling a separate termination meeting later.
7) Have a Plan B in the back of your mind, in case an employee is beligerent or insubordinate.
There will be situations where an employee will never admit performance problems or who, by the end of the meeting, you will realize they are "unsalvageable" in terms of ever getting to required performance levels. In these more severe cases, having a more serious discussion about termination or resignation can be appropriate. You may also keep a termination letter handy (with researched severance options etc), to be presented only in a worst case scenario - this can save you the difficulty of rescheduling a separate termination meeting later.
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Where possible, work on training, clear expectations and ways to salvage employees - this is the mark of true leadership!
