"Chats" to employees about poor performance sometimes are less successful than managers expect. Instead of scheduling a "chat" prepare yourself professionally. Consider these seven specific areas before the "chat". 1. Look at Clarity of Expectations. Does the employee know exactly what you expect. Before you answer "of course", ask yourself this question: "When was the last time I sat down with this employee and explained, in depth, exactly the results I expected and exactly what role I expected the employee to play in achieving these results?" Incidentally, "He already knows that" isn't an acceptable answer. 2. Look At Your Systems. Do your systems support entirely what you say you expect. Are they easy to work with. Are there delays and disruptions because your systems are cumbersome. Is it crystal clear to employees what your systems exist to achieve. In my experience at least 50% of all "employee problems" are caused by system failures. 3. Look At Remuneration/Incentives. Do you reward adequately, the employees who consistently achieve the results you say you want? Or does everyone receive much the same regardless of contribution. Do you actively discourage poor performers or do they enjoy the benefits that only top performers should receive. 4. Have You Got The Emphasis right? Are you concerned with relatively minor deviations which have little effect on overall results. Years ago this was called "majoring in the minors" i.e. being more concerned about so called "dress standards" than getting the job done. Are you highlighting minor procedural issues that cut corners rather than their effect. 5. Are They Competent? I'll state my position openly. In at least 75% of cases, training won't improve on job performance. It's true that you won't get true performance without properly trained people. But extra training won't help. Don't give poor performers more training. Ensure they receive proper training in the first place. They cant do it if they don't know how. 6. Look At What You Say And Do. Employees like to please their boss. Some managers scoff when I say this. But it's broadly true. Do you do as you say? Do you say you demand results but make most fuss about insignificant detail. Do you have effective maintenance schedules in place? To use another old saw "do you walk the walk as well as talk the talk". If you don't, employees will give you what they think you want and ignore what you say. 7. Talk To The Employee. Only talk to the poorly performing employee after you've considered all the points mentioned above. If you've been thorough and as honest as possible in analysis you may find that you'll have a "useful exchange of views". At the very least, you'll be focussed on performance rather than behaviour. That's always a good start. Conclusion. Employees "don't work out" for all sorts of reasons. Managers must be very clear about what they're trying to achieve when they discuss poor performance with an employee. Of course, if you have a clear performance focus day by day, you'll have few performance problems anyway.
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