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Performance Problem

Solving
Subject of the discussion
 Overall approach to managing under
performers
 Basic steps required to address the
problem
 How to address performance issues
in review meetings
 Disciplinary procedures
Overall approach
 Applauding success and forgiving
failure
 Mistakes should be used an
opportunity or learning
This is possible only if the mistake is
truly forgiven otherwise the lesson is
heard as a reprimand and not as an
offer to help
What are the reasons for
Performance Problems?
 Inadequate leadership
 Bad management
 Defective systems of work

All these are probably the result of


failure of whoever is at the top of the
organisation to establish well-defined
and unequivocal expectations of
performance
The Capacity of demand-
making may be the most
universally under
developed managerial skill
Robert Schaffer
What is the Organisation’s
responsibility?
 To provide the right
Culture
Processes
How does an organisation do
that?
 Creating a culture where
 successes are applauded
 repetition of mistakes are viewed seriously
 learning is encouraged
 Root cause of problems are analysed rather
than looking at short-term corrective action
 Developing performance management
processes that set standards
 Monitoring is continuous
 Training managers on how to handle
performance problems
Who’s problem is it?
 Individuals
Personal Development Plan
Learning required and how can learning be
achieved
 Managers
QualityTime
Coaching & Counselling
Resources
Addressing Performance
Problems
I. Three parts
 Spotting that there is a problem
 Understanding the cause of the problem
 Attempting a remedy
I. Select the goal
II. Specify minimum expectation of
results & Communicate expectations
clearly
III. Continuously monitor and Support
Managing Underperformance
 Identifyand agree the problem
 Establish the reasons for shortfall
 Decide and agree the action required
 Resource the action
 Monitor and provide the feedback
Managing Behavioural
Modification
 Identifycritical behaviour
 Measure the frequency
 Carry out functional analysis
 Develop and implement intervention
strategy
 Evaluate the effects of the
intervention
Handling problems at
performance review meetings
 Good opportunity to analyze and
reflect

 Constructive criticism

 Self Assessment
@ the review meeting
 Let reviewees know that frankness in identifying
shortcomings is appreciated
 Get reviewees to produce their own ideas on
remedial action
 If reviewees do not agree, them be firm giving
specific examples
 Confine weaknesses that can be put right
 Don’t tackle more than two weaknesses
Performance Management &
Discipline

When positive approaches to


performance counselling does not
work then there is no alternative but
to EXIT the performance
management process and ENTER the
disciplinary procedure
Principles of Natural Justice
 Individuals should know expected
standards of performance
 Should be given clear indications as
to where they are at fault
 Should be given a chance to explain
and defend themselves
 Except in gross misconduct, they
should be given a second chance
before disciplinary action
Stages of Disciplinary Action
 Informal Warning
 Formal Written warning
 Disciplinary Action
 Dismissal
Handling Disciplinary
Interviews
 Keep facts ready – do your preparation as
to how you would tackle it
 Inform employee
 Good to have an objective third party
 Discuss – both sides to give its take on the
subject
 Sum up as you see it.
 Adjourn …. Consider in light of interview…
reconvene and give decision
 Confirm your decision in writing
Capability Procedure… An
Illustration
Capability Procedure
Capability Procedure
Capability Procedure
What could be the reason?
I. Aptitude
II. Skill Level
III. Understanding of the Task
IV. Choice to Expend Effort
V. Choice of Degree of Effort to
Expend
VI. Choice to Persist
VII. Outside Factors
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Addressing Performance problems