Managing under performance

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Managing under performance

  1. 1. Jayadeva de SilvaPerformance Management-Managing Under Performance or NonPerformanceJayadeva de Silva. M.Sc, MBIM, FIPM, FITD(How to get your employees to do what they need to do and find out Why they don’t just do it to start with)Overview of the lesson  Purpose of performance management  Problems with the general concept  16 reasons for poor performance  Roles of the manager/supervisor in performance management  Corrective Action processManager’s RoleManagers must do specific things at specific times to influence performanceoutcomes:Work planningFollow up To maintain performance To improve performanceProblem with the usual practices of finding problems ??There is a negative connotationWhat do you think of? Detective snooping around? Digging up dirt on anemployee? Tattle-telling? He said – she said conversations?Preventive ManagementThere is a new phrase to consider; & that is Preventive Management – likepreventative maintenance- keeps things running right by denying people theopportunity to fail djayadeva@gmail.com 077 7272295 1Obtain free membership of Humantalents International eLearning Group by sending ablank email tohumantalents-subscribe@yahoogroups.com
  2. 2. Jayadeva de SilvaWhy people fail? Let us look at 16 reasons for poor performance o They don’t know why they should do it o They don’t know how to do it o They don’t know what they are supposed to do o They think your way will not work o They think their way is better o They think something else is more important o There is no positive consequence o They think they are doing it o They are rewarded for not doing it o They are punished for doing what they are supposed to do o They anticipate a negative consequence o There is no negative consequence for performing poorly o Obstacles beyond their control o Their personal limits prevent them from performing o Personal problems o No one could do itWhose responsibility is it?It’s up to YOUWhat is Motivation? A personal reason for doing something An urge to perform.Poor performance may not be their fault. It could arise froma….. o Defective system of work, o Inadequate leadership or guidance, o The allocation of inappropriate tasks, o Placement in jobs that are beyond their capabilities or insufficient training. djayadeva@gmail.com 077 7272295 2Obtain free membership of Humantalents International eLearning Group by sending ablank email tohumantalents-subscribe@yahoogroups.com
  3. 3. Jayadeva de SilvaWhat can managers do to reduce the risk of under-performance? o Exercising Effective Leadership o Motivating people o Spelling out expectations- o Set performance expectations - Clear, Concise, Comprehensible, Correct o Collect data to measure performance  Facts, reports, documented, objective o Compare results and expectations  -Honestly, equally o Encouraging good teamwork o Develop systems of work that do not place impossible demands on people. o Allocate work which is within their capacity o Need based training o “Stretch” objectives, but achievable not necessarily easy o Act as a Coach-Providing guidance on how to carry out unfamiliar tasks. o Reviewing the tasks performedWhat about Corrective Action o Not easy o Employees expect you to fix the problem o Employees should know before they receive corrective action that they are underperformingDealing with Under-Performers o -Identify and agree the problem – o -Obtain agreement from the individual o -Develop a self-regulating feedback mechanism djayadeva@gmail.com 077 7272295 3Obtain free membership of Humantalents International eLearning Group by sending ablank email tohumantalents-subscribe@yahoogroups.com
  4. 4. Jayadeva de SilvaEstablish the reasons for the shortfall o Not a case of attaching blame o Jointly identify the problem o Identify the causes that are outside the scope of the employeeKSA o Did not know what to do – Knowledge o Did not know how to do it – skill o Would not do it – AttitudeDecide and agree on the action required -Take steps to improve skills – Joint Action -Change behaviour – Individual’s responsibility, major challenge for the superior - Change attitudes – extremely difficult. Behavioral change may lead to an attitudinal change. - Clarify expectations jointly -Develop abilities and skills -Redesign the job -Resource the action -Provide the coaching, training, guidance, facilities required to enable the agreed actions to happen.Monitor and provide feedback o Both parties monitor performance o Should be constructive o Agree on further actions Remember the following steps 1. Choose when to give the feedback. 2. Describe the behavior in as objective language as possible and be specific. djayadeva@gmail.com 077 7272295 4Obtain free membership of Humantalents International eLearning Group by sending ablank email tohumantalents-subscribe@yahoogroups.com
  5. 5. Jayadeva de Silva 3. State the impact of the behavior on you, the team, the goal, the customer. 4. Make a suggestion or request. 5. Lastly, check for understanding. Be open to alternative views.Handling Performance Problems at Review MeetingsWhen tackling performance weaknesses, please remember that they may beaspects of a person’s performance that are only weak in comparison with thatindividual’s overall performance and not weak in comparison with otherpeople.Methods of Handling Criticism-Let reviewees know that their frankness in identifying any shortcomings isappreciated.- Get reviewees to produce their own ideas on remedial action.- If reviewees do not agree that there is a problem, be firm but specific, giving examples.- Confine comments to weaknesses that can be put right; do not try to alter thereviewee’s personality.- Do not tackle more than two weaknesses in one meeting – there is a limit tohow much criticism individuals can take without becoming defensive.- If the performance problems are related to the employee’s personal life,arrange counselling.- If poor performance is due to a change in organization’s standards, explainhow they could obtain conformity.-Obtain employee’s commitment to reaching that standard.-Tell employee what will happen if that standard is not met.Disciplinary ActionIf poor performance constitutes misconduct, do not hesitate to invokedisciplinary action djayadeva@gmail.com 077 7272295 5Obtain free membership of Humantalents International eLearning Group by sending ablank email tohumantalents-subscribe@yahoogroups.com
  6. 6. Jayadeva de SilvaPerformance Problems Diagnosis Chart djayadeva@gmail.com 077 7272295 6Obtain free membership of Humantalents International eLearning Group by sending ablank email tohumantalents-subscribe@yahoogroups.com
  7. 7. Jayadeva de Silva  Is cause internal or external?  What is previous performance on similar tasks?  What is performance on other tasks?  How do other people do on this task?  If internal is it an ability problem?  Has performance been good in the past?  Is there frequent practice?  Is the potential there?  SOLUTION? Feedback, practice, training, transfer, dismissal  If internal is it an effort problem?  Is reward/punishment linked to effort and performance?  Are there personal or interpersonal obstacles?  SOLUTION? Feedback. Rewards punishments, dismissal  If external is the task too difficult?  What are the demands of the job?  Is there a simpler way?  Do they need help?  SOLUTION? Job design, enrichment, restructuring  If external are there extenuating circumstances?  What distraction or disruptions occur?  Are they dependant on other people?  Are proper materials equipment, information available?  SOLUTION? Counsel, provide resources and support djayadeva@gmail.com 077 7272295 7Obtain free membership of Humantalents International eLearning Group by sending ablank email tohumantalents-subscribe@yahoogroups.com
  8. 8. Jayadeva de SilvaPerformance Management Roles djayadeva@gmail.com 077 7272295 8Obtain free membership of Humantalents International eLearning Group by sending ablank email tohumantalents-subscribe@yahoogroups.com
  9. 9. Jayadeva de Silva Questions 1 Define “Employee Performance” What is meant by under performance? 2 Explain how a manger could practice preventive management to reduce under performance? 3 What advice can you give to a manger who is preparing to handle Performance problems at a review meeting? 4 It said that a manger must spend more time with the good performers than with the under performers. Discuss this statement giving your reasonsIt is more important to devote Sometimes the best thing to do is notime for your superior management. There are problems ofperformers. Return on your over management. This goes totime investment is higher with show that managers must knowgood performers. They can their subordinates well. And useperform even better! Different Strokes for Different People ! djayadeva@gmail.com 077 7272295 9 Obtain free membership of Humantalents International eLearning Group by sending a blank email to humantalents-subscribe@yahoogroups.com

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