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Managing poor performance
The document discusses managing poor performance in the workplace, identifying it as a gap between expected and delivered output. It categorizes reasons for poor performance, such as incompetency, ill health, and misbehavior, and outlines an 'econo way' for performance management, emphasizing communication and documentation. A case study illustrates various employee attitudes toward performance expectations and supervision.
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Managing poor performance
- 1. MANAGING POOR PERFORMANCE Presented by:Farhad Mahbub (CAHRI, AFAIM) Latitude12 Pty Ltd
- 2. CONTENT What ispoor performance What are the reasons Categorization of performers ECONO way of Response Case study
- 3. WHAT IS POORPERFORMANCE • It doesn’t always mean someone is not working • It means the gap of output of what employer is expecting and what employee is delivering
- 4. REASONS OF POORPERFORMANCE Incompetency – Can’t do Ill health- Illness preventing performing job Misbehaviour- Won’t do
- 5. Behaviour Competency High Low Low High Get behind thesafety net Be PatientBe encouraging Utilise the USP CATEGORIZATION OF PERFORMERS
- 6. ECONO WAY OFPERFORMANCE MANAGEMENT
- 7. Act Quickly Don’t get personal Get second thought but not rumours Identify the issue Behaviour vs Competency Talk it through Give / Receive feedback Express Do’s and Don’ts Take help from HR or experts
- 8. Make itformal Give at least 48 hours notice Allow support person Document the discussion Criticise the action or behaviour not the person Be precise on the expectations Inform the consequence Close the discussion with positive note
- 9. Conduct PIPdiscussion Follow up the PIP execution Fast track execution Monitor the improvement Provide feedback on development
- 10. Serve formalWarning or Show cause letter First Warning and Second or final Warning Be precise on the allegations Provide adequate time to improve or response Be realistic and non discriminatory Inform consequences
- 11. Provide formalletter Provide reasons Provide Notice period Provide all support for relocations Focus on the task not the person Ensure all final payments are made Allow resignation option
- 12. CASE STUDY Ido my job but not on the time my supervisor expects I don’t know how people complete so much tasks in such short period My supervisor doesn’t know anything, he just like to order, I am not going to do it I do all tasks on time with quality but my supervisor doesn't notice
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