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Step 4.8
1. Identify problems
As a manager you need to keep an eye on how your team is performing. Common signs of
problems include:
repeated lateness
Are they receiving any conflicting messages about their work or their role?
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Have they received training and development?
Does the individual have the resources and equipment they need?
External factors may also be having an impact: financial pressures, health or family
problems, for example.
Be prepared to handle any issues of this nature with sensitivity.
3. Talk with the employee concerned
If the performance issue is fairly minor and you have a close working relationship, then an
informal chat may be all thats required. Or you may prefer to raise it as part of a regular one-to-
one session. But dont delay.
Set a meeting to explore the issue. It isnt about confrontation or blame. Present specific
evidence. Give them ample opportunity to explain how they see the situation. Pay close
attention to what they have to say. Ask open and probing questions. Be calm and objective.
Avoid being judgemental or critical.
Some issues will be easier to address than others. If the individual needs more guidance and
support, then coaching might help. If their workload is excessive, can you reallocate work to
other team members? If their equipment is out of date, you may need to apply for a budget to
replace it.
If the underperformance relates to the employees own abilities and behaviour, ask them to
suggest workable solutions and to take responsibility for their own performance. Work out what
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motivates them. Find incentives to give them something specific to work towards.
In the case of external factors, consider what support you can provide. If poor performance is
due to disability, your organisation may have legal responsibilities as an employer. Get specialist
advice, if necessary.
Agree the actions to be taken. Set SMART objectives and realistic timescales.
Make sure that the employee is clear about the steps to be taken should their performance fail
to improve. Refer them to the organisations policy for dealing with poor performance, so they
can see that you are following a logical step-by-step process in a fair and correct manner.
Set a date to review progress, but also monitor it on an ongoing basis. If an agreed course of
action isnt working as intended, discuss this with the employee and agree to take another
approach. Continue to review and monitor progress until you are happy that the issues have
been satisfactorily resolved.
Give positive feedback as improvement happens. Encourage the employee and motivate them to
continue on the same track. Do all you can to help them rebuild their self-esteem and appreciate
that they are a valued member of your team.
If no improvements are achieved, you will need to decide on the next steps to take. Consider
options such as a different job role or reallocation of job responsibilities. Remember that
changes to employment contracts must be drawn up and agreed with the employee.
If personal issues are affecting an employee then an agreed period of absence or a change in
working hours could be the answer.
Disciplinary action can be taken when poor performance is due to negligence on the part of the
employee, or where a performance improvement plan has failed to produce the desired
improvements. You must ensure that the employee has been given every opportunity to
improve, with your support, and you must adhere strictly to your organisations disciplinary
policy and procedures to ensure that all actions taken are fair and legal, and that the employee is
kept well informed at every stage in the process.