Difficult To Communicate The Poor His/ Her Poor Performance
One of the most difficult jobs for a manager is dealing with poor employee performance. For some managers, this is the most hated aspect of their job. However, wherever poor work performance is not properly diagnosed and confronted, the costs are great in lost productivity, rising customer complaints and lost profits. Your goal is to get the employee to understand where they have failed and what they need to do to make improvements. In many organizations it has been a very successful way to communicate the performance level to employee personally. Colored slips indicating the performance rating is delivered to employee in envelop so that none other may know the color and hence without any word the message is communicated. Salary slips, mails and messages on mobile are few ways to tell the employee personally and confidentially. Poor performance is an issue that worries managers and employees alike. Employees need to know what constitutes an acceptable level of performance. If an employee has been consistently late, specify the number of times (frequency) or amount of time. Make the individual aware of what she did immediately so she'll have total recall of what just happened. Wait until the employee has calmed down and can really think about what has happened.
Ability is the person's aptitude, as well as the training and resources supplied by the organization
Motivation is the product of desire and commitment
Someone with 100% motivation and 75% ability can often achieve above-average performance. But an employee with only 25% ability won't be able to achieve the type of performance we expect, regardless of his or her level of motivation.
Be sure to address each of these interventions in one-on-one performance interviews with employees.
Ask them about additional resources they think they need
Listen for points of frustration
Improving Motivation
Sometimes poor performance has its roots in low motivation. When this is the case, you need to work closely with the employee to create a motivating environment in which to work. There are three key interventions that may improve people's motivation:
Setting of performance goals
Provision of performance assistance
Provision of performance feedback
Low ability may be associated with the following:
Over-difficult tasks
Low individual aptitude, skill, and knowledge
Evidence of strong effort, despite poor performance
Lack of improvement over time
People with low ability may have been poorly matched with jobs in the first place. They may have been promoted to a position that's too demanding for them.
Performance management is, above all else, about communicating. Communicate effectively with employees during the entire performance management process (that's from goal setting to appraisals), and performance is likely to improve, and problems to be reduced. Communicate poorly and the opposite happens.
A very good question. A poor performance is usually something you see in amateur theatre – not in the workplace!
Many employers – if not most – confuse poor performance with negligence, incapacity and even misconduct. This is because of a lack of understanding of the clear distinctions that separate the various conditions – in other words, the employer does not know what the charge should be. He only knows that what is happening is unacceptable to him, and the employee must be dismissed as quickly as possible.
Poor Work Performance falls under the broad heading of Incapacity.
Poor work performance or failure by the employee to reach and maintain the employer's work performance standards in terms of quantity and quality of output is an ever increasing problem.
It is implicit in all employment contracts that the employee undertakes to perform according to the reasonable, lawful and attainable work performance standards set by the employer. Should the employee fail in this duty, then he is said to be "incapable" and the employer has the right to dismiss after following a fair procedure and ensuring that the dismissal is for a fair reason.
Some excuses that you may give yourself are inadequate and indicate that you are postponing the inevitable because it makes you uncomfortable. Their continued poor performance as a becomes your poor performance as a manager.
One of the most difficult jobs for a manager is dealing with poor employee performance. For some managers, this is the most hated aspect of their job. However, wherever poor work performance is not properly diagnosed and confronted, the costs are great in lost productivity, rising customer complaints and lost profits. Your goal is to get the employee to understand where they have failed and what they need to do to make improvements. In many organizations it has been a very successful way to communicate the performance level to employee personally. Colored slips indicating the performance rating is delivered to employee in envelop so that none other may know the color and hence without any word the message is communicated. Salary slips, mails and messages on mobile are few ways to tell the employee personally and confidentially. Poor performance is an issue that worries managers and employees alike. Employees need to know what constitutes an acceptable level of performance. If an employee has been consistently late, specify the number of times (frequency) or amount of time. Make the individual aware of what she did immediately so she'll have total recall of what just happened. Wait until the employee has calmed down and can really think about what has happened.
Ability is the person's aptitude, as well as the training and resources supplied by the organization
Motivation is the product of desire and commitment
Someone with 100% motivation and 75% ability can often achieve above-average performance. But an employee with only 25% ability won't be able to achieve the type of performance we expect, regardless of his or her level of motivation.
Be sure to address each of these interventions in one-on-one performance interviews with employees.
Ask them about additional resources they think they need
Listen for points of frustration
Improving Motivation
Sometimes poor performance has its roots in low motivation. When this is the case, you need to work closely with the employee to create a motivating environment in which to work. There are three key interventions that may improve people's motivation:
Setting of performance goals
Provision of performance assistance
Provision of performance feedback
Low ability may be associated with the following:
Over-difficult tasks
Low individual aptitude, skill, and knowledge
Evidence of strong effort, despite poor performance
Lack of improvement over time
People with low ability may have been poorly matched with jobs in the first place. They may have been promoted to a position that's too demanding for them.
Performance management is, above all else, about communicating. Communicate effectively with employees during the entire performance management process (that's from goal setting to appraisals), and performance is likely to improve, and problems to be reduced. Communicate poorly and the opposite happens.
A very good question. A poor performance is usually something you see in amateur theatre – not in the workplace!
Many employers – if not most – confuse poor performance with negligence, incapacity and even misconduct. This is because of a lack of understanding of the clear distinctions that separate the various conditions – in other words, the employer does not know what the charge should be. He only knows that what is happening is unacceptable to him, and the employee must be dismissed as quickly as possible.
Poor Work Performance falls under the broad heading of Incapacity.
Poor work performance or failure by the employee to reach and maintain the employer's work performance standards in terms of quantity and quality of output is an ever increasing problem.
It is implicit in all employment contracts that the employee undertakes to perform according to the reasonable, lawful and attainable work performance standards set by the employer. Should the employee fail in this duty, then he is said to be "incapable" and the employer has the right to dismiss after following a fair procedure and ensuring that the dismissal is for a fair reason.
Some excuses that you may give yourself are inadequate and indicate that you are postponing the inevitable because it makes you uncomfortable. Their continued poor performance as a becomes your poor performance as a manager.