How to improve employee performance on the run
Staff performance problems can occur at any time. When someone is under-producing or having difficulty meeting quality standards, immediate action is often required. The effective manager must be quick to act to effect a turnaround. Here’s one approach for improving employee performance on the run, without having to resort to the formality of a discipline or performance appraisal interview...
1. Outline the problem in a friendly manner.
Meet with the employee - a discussion that will usually take place away from your office. Describe any apparent problem as specifically as possible, bearing in mind that most people have days when they do not perform at their best. So make sure that this is not just one of those days. Focus on the problem, not the employee. Refer to any available data that will help you show there is a problem. Leave discussions about attitude to a more formal, regular appraisal or discipline interview. Comments about attitude are likely to put the employee on the defensive and make it difficult to have a productive discussion at this time. Your intention should be to effect an immediate turnaround in inappropriate performance.
2. Ask for the employee’s help to solve the problem.
You need the employee on your side so that you can work together to get performance back to an acceptable level. For this reason, telling a staff member what to do is unlikely to stand much chance of success, particularly if the employee doesn’t want to improve performance. You can get commitment by simply asking for help in deciding what to do about the performance problem. In this way you are signalling that you value the employee’s ideas. In most cases, your consultative approach will be appreciated and help to gain employee cooperation and commitment.
3. Discuss possible causes of the problem.
Remember, the discussion is about the person’s performance problem, not the person’s attitude or personality. Gather all the information you can by asking open-ended questions beginning with words such as ‘when’, ‘what’, ‘who’, and ‘how’. The employee will not be threatened by these kinds of questions and will be encouraged to answer them. Listen, respond with empathy, and take notes if necessary. This is another way of demonstrating to the employee that you are interested in what is being said. Summarise the causes you have identified and make sure there is agreement about those.
