Managing Inadequate Performance

As a supervisor it is your job to improve performance – but sometimes the message doesn’t seem to get through. When an employee is repeatedly late, or delivers work of a sub standard nature – try the following programme:

Define and communicate what acceptable performance is

You have more experience than the person you are supervising. Spell out to them
what your expectations are. Give concrete examples and avoid general exhortations to ‘do better’ or ‘improve performance’.

Switch on your 'below par' radar
Manage by walking around. Ask people about their work.
When you spot something that is not good enough, bring it up as soon as
possible.

It is difficult to confront inadequate performance. 

So try this sequence:
1) Confront the worker privately – not in front of others. A defensive response is
much less likely.

2) Manage your own emotions. Don’t choose a time when you are annoyed or angry.
Wait until you feel calmer.
3) Take ‘you are wrong’ out of the equation. Discussion need not be a dressing down
or an argument. It should be a problem solving session where two rationale
individuals try to improve the situation. Approach the session with this firmly in
mind.
4) Do not get involved in small talk. Get to the point quickly. This is a time to be
businesslike.
5) Do not apologise. You shouldn’t say things like ‘I’m sorry to have to mention this
but’. Just say that you have noticed something and you need to find a way for this
to change.
6) Look for underlying factors. There may be a very good reason why the employee
is under performing. Don’t make assumptions.
7) Try to offer the resources the employee needs. Is the underperformance caused
by a lack of proper tools to get the job done, not enough time, physical ailments,
stress, family problems, or simply a talented employee in an under demanding role.

Set improvement goals
Explicitly state the level of performance required. Make them SMART.

Establish an action plan
People may not change unless you keep the pressure on. So produce an action plan which considers:
 

*    Closer supervision
*    Job reassignment
*    Additional training
*    Mentoring
*    More stimulating work
*    Lower performance standards until an ‘upskilling’ has taken place
*    Whatever else seems appropriate