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Managing Performance & Capability is all about how to deal with situations in your business when there is poor performance. …

Managing Performance & Capability is all about how to deal with situations in your business when there is poor performance.

These business tips will help you to get the most out of your staff.

Fore more information on our business, leadership and management courses call: 0121 707 0550 or e-mail: info@pathwaygroup.co.uk

For more free business advice visit: www.pathway2grow.co.uk/blog

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  • 1. Managing Poor Performance & Capability
  • 2. In order for a business to be successful, poor performance must be managed effectively. It is an essential management skill & yet for many managers it can be one of the most stressful and difficult parts of their job. Ensuring you have a clear & well thought through process for managing poor performance is therefore vital; firstly to help managers perform well in the process & secondly to give your staff & therefore your business the best chance of being successful.
  • 3. When poor performance occurs…
  • 4. When an employee displays poor performance, letting it go can create all manner of issues within the team & also effectively condone the performance level. This first response needs to be measured & exploratory in nature. What is causing the performance level? …but also very clear on the performance standards required. Deal with poor performance immediately
  • 5. Sometimes poor performance has surprising causes. The best result in management of poor performance, is that you can help & support the team member to achieve the required levels of performance. Don’t pre-judge the situation Use evidence & facts to state the reasons why you believe there to be a performance issue – don’t let hearsay & opinion cloud the issue. Be specific
  • 6. Poor performance can be frustrating or even upsetting, but addressing it while angry will not help. You still need to deal with it in a timely manner, but only once you have controlled your emotions. Be calm Whatever the cause of the performance issue, the best result for business & staff member is that the performance improves. Managers need to provide their staff with the help & support they need to achieve this. This could be because the cause is not the employee’s fault or because they have an issue that is affecting their performance. Offer support
  • 7. Monitor performance by agreeing objectives & timescales & help them improve…
  • 8. Have an informal discussion first: By dealing with the issue immediately, and not pre- judging, we may be able to address an employee’s performance without going any further. These meetings can be used to remind staff of the standards required & look to offer the help required to achieve this. This method only works when you deal with it quickly though, as otherwise the performance can become ingrained & difficult to deal with. Follow a clear process
  • 9. The key goal for this informal meeting is to set the employee on the path to improved performance. The best way to begin this is to get their view on the performance. Many employees know when they are not performing & want help addressing it. Then, ask them to suggest a way forward because if they do know they aren’t performing, then they might well know a good way of addressing it. Follow a clear process
  • 10. Once the solution & plan has been agreed, continue to follow up on the informal meeting, & make sure if you see performance improvements, that you take the time to notice that with the employee. If the informal meeting & follow up does not bring an improvement then, you will need start a formal process. Follow a clear process
  • 11. Formal performance/capability meeting Tips for conducting a successful meeting:  Plan: Write down the key issues with specifics, list the problems the performance creates, describe the action that will need to be taken, set out then resources that will be made available to help the performance.  Private: Remove distractions & ensure that the meeting is held in a quiet place and it is clear you should not be interrupted.  Involve the employee: Get them to describe their thoughts & ways they can improve.  Don’t sugercoat: Be clear on the negative impact of the performance level.  Describe what will happen next: Clearly & in detail.
  • 12.  Give 48 hours notice of a performance review meeting and ensure that the arrangements are handled professionally.  Be accompanied by an HR representative or colleague.  Consider the facts from the meeting and decide on a course of action or warning. For the meeting you should
  • 13.  The precise nature of performance issues.  The level of improvement required including timescales.  How they will be supported to achieve this performance improvement.  The consequences of not achieving the standards. If you have issued formal warnings or notification of dismissal at the meeting you will need to comply with legal obligations surrounding how long the warning will be on record, consequences of continued failure to achieve standards, reasons for dismissal & rights of appeal. After the meeting, inform the employee of:
  • 14. This will help formally identify unsatisfactory levels of performance & agree on further training, coaching or other support. The performance improvement plan should:  Identify precise & measurable performance targets.  Diarise key follow up points & progress tracking times.  Specify any required training.  Identify the results if the Performance Improvement Plan is successfully completed.  Incorporate employee suggestions into the plan.  Give enough time for the employee to improve! Implement a Performance Improvement Plan:
  • 15. Once the agreed timescale for the Performance Improvement plan has been completed a formal meeting should take place to assess the success. This will either result in the end of the process as the employee has achieved the improvements required, or another Improvement Plan will need to be implemented. Two or three review meetings is considered fair process before further action/the decision to dismiss is taken. Hold follow-up meetings
  • 16. For more information on the leadership courses that we run at Pathway Group Call: 0121 707 0550 E-mail: info@pathwaygroup.co.uk For more business advice visit: www.Pathway2grow.co.uk/blog