Performance Management for Low Employee Performance

April 10, 2007by

Edra Pinckney

Employee Relations Consultant

(843) 792-4289

Human Resources Management

The Medical University of South Carolina

e-mail: pinckned@musc.edu

Objectives

Identify low-performance factors

Identify principles and practices to support performance improvement

Position Description Accuracy

1. What does the employee do?

2. How does the employee perform the job?

3. Why does the employee perform the job?

4. What qualifications are required to perform the job?

Good Goals are S.M.A.R.T.

Specific: Able to be clearly stated and direct

Measurable: Able to tell when completed

Attainable: Appears realistic to employee

Relevant: To the unit or organization

Time bound: Have a sense of scope and likely timeframe for completion

Performance Tracking

Visual Observation Supervisor notes Employee work logs Periodic meetings with employee User or customer feedback Written progress reports EGO file

On-Going Communication

Continuous supervisor/employee communication

Informal mid-year review

Management of substandard performance if necessary

On-going communication allows supervisors and managers to...

1. Monitor activities.

2. Clarify expectations.

3. Communicate and train.

4. Correct performance problems.

5. Compliment and thank employees for positive performance.

Productive Supervisory Behaviors

1. Get to know your employees

2. Set reasonable expectations

3. Model expected behaviors

4. Delegate effectively

5. Build cooperation and teamwork

6. Remain positive and calm under stress

7. Be consistent in approach and attitude

Benefits of Positive Feedback

Employees are motivated to repeat “good” performance

Employees motivated to perform other duties in similar manner

Builds supervisor and employee trust Employees less likely to be defensive Future discussions are easier

When an employee is NOT meeting expectations:

Give feedback as soon as the performance deficiency occurs

Discuss in private

Keep discussions informal

Document performances

Constructive Feedback

Be specific about the job performance

Be specific about the effects of performance on you or your department’s work

Describe your personal feelings about the performance issue and its effect on your work

Feedback (Counseling) Failure

1. Rumors, assumptions, hearsay

2. “Wings It”

3. Personal criticism

4. Yes, but…..

5. Deals in generalities

6. Allows the “blame game”

7. Doesn’t follow-up the corrective action

Feedback Pitfalls

Arguing/Becoming Defensive

Dwelling on Past Deficiencies

Discussing Personality Traits

Comparing Employees

Interrupting Employees

Steps to avoid the Warning Stage

1. Once the supervisor is aware the employee is not performing at “meets” level, he should meet with the employee to discuss the performance.

2. Conduct coaching and counseling sessions.

Substandard Performance Improvement Plan

A designated time period an employee is given to improve performance prior to the formal evaluation.

Substandard Performance Benefits

Prioritizes employees duties/responsibilities Salvages a good employee Provides additional training opportunities Maintains on-going communication Provides supervisor with required

documentation for termination if necessary

Supervisor Self-Questions

1. Are my expectations clear, reasonable, fair?

Why do I think so?

2. Is training adequate to perform the job.

How do I know?

Official Warning Notice of Substandard Performance

Must be in writing (with current PD) List job duties/objectives List improvement plan Establish regular counseling sessions Indicate performance period time frame List consequences Include signatures MEET APPRAISAL DEADLINE

E.P.M.S.

Expect and Exhibit

Positive Performance

Maintenance from

Supervisors