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Managing Poor Employee Performance

This checklist provides guidance for managing poor employee performance in 3 concise steps: 1. Approach the situation with empathy, treating the employee how you would want to be treated, and focusing on enabling their success rather than blaming them. 2. Ensure clear expectations and standards are communicated and the employee has the tools and training to do their job well. Address issues promptly before they escalate. 3. Manage your own emotions and body language during difficult conversations by staying calm and acknowledging any fears without letting them prevent needed action. The risk of inaction is greater than any fear of confrontation.

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51 views1 page

Managing Poor Employee Performance

This checklist provides guidance for managing poor employee performance in 3 concise steps: 1. Approach the situation with empathy, treating the employee how you would want to be treated, and focusing on enabling their success rather than blaming them. 2. Ensure clear expectations and standards are communicated and the employee has the tools and training to do their job well. Address issues promptly before they escalate. 3. Manage your own emotions and body language during difficult conversations by staying calm and acknowledging any fears without letting them prevent needed action. The risk of inaction is greater than any fear of confrontation.

Uploaded by

fajarhumaidy
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Performance Management:

Improving Employee Performance


with Don Phin

Managing Poor Performance Checklist


Nothing can be more frustrating than dealing with a poor performer. This checklist was designed to help you
do a better job of improving performance, while eliminating unnecessary drama in the process.

Come from the highest place possible. How would you like to be treated? Even better, how would you
like a loved one to be treated? How would somebody you greatly admire, or put your faith in, handle
the situation? How can you manage this situation in a way that would make you proud?

Remember this: You are responsible to other adults, not for other adults. The ultimate responsibility
of management is to place people in a position where they can succeed. Whether they do is up to
them. People usually succeed when they are doing things they have experience doing and when they
are doing things they like doing.

W. Edwards Deming (the father of Total Quality Management) stated that one of the biggest problems
management faces is that it tends to recycle ignorance. Are you clear about the directives for your
position/department/team? Are the instructions and expectations provided to employees well
communicated? Or, have you assumed they know what their job is and that they would do it just
like you?

Is the job reduced to a standard operating procedure (SOP)? Is the system in writing and continually
improved? Are there standard benchmarks for performance in terms of quality and quantity?

Have priorities been defined? Have activities been scheduled? Is time being managed well?

When an employee does something stupid, or that feels unfair, watch your emotional override.
Take a deep breath, and say, “Wow, that was interesting!” Keep your emotions out of it. If necessary,
go for a walk and come back. Do not make a bad situation worse.

Deal with an employee’s poor performance now. Ignoring, burying, or denying a poor performance
will only enable it, until it gets worse.

Watch your physical state. Ask, “Where would you like to talk about…?” Mirror their physiology
and gradually bring it to a positive posture.

Acknowledge your fears: maybe you gave inadequate instruction, avoided confrontation, were
sabotaged, got no support from above or the union, or weren’t being seen as a good person.
Is the fear real? Isn’t the risk of doing nothing even greater?

Performance Management: Improving Employee Performance with Don Phin 1 of 1

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