2. Performance Management Distinction
Distinction between Culpable & Non-culpable Behaviour:
Culpable Behaviour:
• Controllable or blameworthy behaviour
• Misconduct such as tardiness, AWOL, insubordination
• Managed through progressive disciplinary action
Non-culpable Behaviour:
• Innocent or involuntary behaviour
• Lack of or unproven misconduct (low productivity, frequent mistakes,
failure to do the job)
• Manage through non-disciplinary; counseling/support
• Failure to meet requirements of the job without any identifiable or
observable behaviours
3. Performance Management Distinction
• Both culpable & non-culpable are part of
performance management
• Our focus will be on dealing with non- culpable
behaviour
• Presents a greater challenge
• Generally more involved & takes longer to resolve
4. Three Common Performance Scenarios
1. New Employees
2. Good Employees with a sudden drop in performance
3. Poor Performers
5. Performance Concerns - New Employees
Ask Yourself:
• Do they understand the expectations of the job?
• Do they have the correct tools to do the job?
• Are performance objectives aligned with critical elements of the
job?
• Do they have the knowledge, skill & ability to do the job?
• Did they receive adequate training?
• Are they a good fit?
**These issues should be dealt with in the probationary period.
6. Performance Concerns - New Employees
• Greater responsibility on the manager
• Orientation
• Extra training
• Encouragement & regular follow up
• Review Job Description
• Deal with issues in probationary period
7. Good Employees – Performance Suddenly
Dropped
Ask Yourself:
• What changed in the workplace?
(New role? New supervisor? New coworker? New customer?)
– Meet with employee to discuss concerns
– Address issues promptly
• Has the employee made you aware of changes in their personal life?
(financial hardship, illness, divorce, death in the family, etc.)
– Practice effective listening to determine cause
– Show empathy, provide support
– Offer EAP services
8. Good Employees - Performance Suddenly
Dropped
• When necessary, revise targets for objectives & allow time
to resolve issues
• After a reasonable period of time, meet with the employee
again & reinstate target objectives
• Should the employee not provide a explanation for the drop
in performance, maintain accountability for all objectives
