managing under performance

Jayadeva de Silva

Performance Management-Managing Under Performance or Non PerformanceJayadeva de Silva.M.Sc, MBIM, FIPM, FITD

(How to get your employees to do what they need to do and find out Why they don’t just do it to start with)

Overview of the lesson Purpose of performance management Problems with the general concept 16 reasons for poor performance Roles of the manager/supervisor in performance

management Corrective Action process

Manager’s RoleManagers must do specific things at specific times to influence performance outcomes:

Work planningFollow up To maintain performance To improve performance

Problem with the usual practices of finding problems ??There is a negative connotation

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Jayadeva de Silva

What do you think of? Detective snooping around? Digging up dirt on an employee? Tattle-telling? He said – she said conversations?

Preventive ManagementThere is a new phrase to consider; & that is Preventive Management – like preventative maintenance- keeps things running right by denying people the opportunity to fail

Why people fail? Let us look at 16 reasons for poor performance

o They don’t know why they should do ito They don’t know how to do ito They don’t know what they are supposed to do o They think your way will not worko They think their way is bettero They think something else is more importanto There is no positive consequenceo They think they are doing ito They are rewarded for not doing ito They are punished for doing what they are supposed to

doo They anticipate a negative consequenceo There is no negative consequence for performing

poorlyo Obstacles beyond their controlo Their personal limits prevent them from performingo Personal problemso No one could do it

Whose responsibility is it?


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It’s up to YOU

What is Motivation? A personal reason for doing something An urge to perform.

Poor performance may not be their fault. It could arise from a…..

o Defective system of work, o Inadequate leadership or guidance, o The allocation of inappropriate tasks, o Placement in jobs that are beyond their capabilities or

insufficient training.

What can managers do to reduce the risk of under-performance?

o Exercising Effective Leadershipo Motivating peopleo Spelling out expectations-o Set performance expectations

- Clear, Concise, Comprehensible, Correcto Collect data to measure performance

Facts, reports, documented, objectiveo Compare results and expectations

-Honestly, equallyo Encouraging good teamworko Develop systems of work that do not place impossible

demands on people.o Allocate work which is within their capacityo Need based trainingo “Stretch” objectives, but achievable not necessarily

easyo Act as a Coach-Providing guidance on how to carry out

unfamiliar tasks. [email protected] 077 7272295Obtain free membership of Humantalents International eLearning Group by sending a blank email [email protected]

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Jayadeva de Silva

o Reviewing the tasks performed

What about Corrective Action o Not easyo Employees expect you to fix the problemo Employees should know before they receive corrective

action that they are underperforming

Dealing with Under-Performerso -Identify and agree the problem –o -Obtain agreement from the individualo -Develop a self-regulating feedback mechanism

Establish the reasons for the shortfall o Not a case of attaching blameo Jointly identify the problemo Identify the causes that are outside the scope of the

employee

KSAo Did not know what to do – Knowledgeo Did not know how to do it – skillo Would not do it – Attitude

Decide and agree on the action required -Take steps to improve skills – Joint Action

-Change behaviour – Individual’s responsibility, major challenge for the superior


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Jayadeva de Silva

- Change attitudes – extremely difficult. Behavioral change may lead to an attitudinal change.

- Clarify expectations jointly -Develop abilities and skills -Redesign the job

-Resource the action-Provide the coaching, training, guidance, facilities required to enable the agreed actions to happen.

Monitor and provide feedbacko Both parties monitor performanceo Should be constructiveo Agree on further actions

Remember the following steps

1. Choose when to give the feedback. 2. Describe the behavior in as objective language as

possible and be specific.

3. State the impact of the behavior on you, the team, the goal, the customer.

4. Make a suggestion or request. 5. Lastly, check for understanding. Be open to

alternative views.

Handling Performance Problems at Review Meetings

When tackling performance weaknesses, please remember that they may be aspects of a person’s performance that are [email protected] 077 7272295Obtain free membership of Humantalents International eLearning Group by sending a blank email [email protected]

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Jayadeva de Silva

only weak in comparison with that individual’s overall performance and not weak in comparison with other people.

Methods of Handling Criticism-Let reviewees know that their frankness in identifying any shortcomings is appreciated.- Get reviewees to produce their own ideas on remedial action.- If reviewees do not agree that there is a problem, be firm but specific, giving examples.- Confine comments to weaknesses that can be put right; do not try to alter the reviewee’s personality.- Do not tackle more than two weaknesses in one meeting – there is a limit to how much criticism individuals can take without becoming defensive.- If the performance problems are related to the employee’s personal life, arrange counselling.- If poor performance is due to a change in organization’s standards, explain how they could obtain conformity.-Obtain employee’s commitment to reaching that standard.-Tell employee what will happen if that standard is not met.

Disciplinary ActionIf poor performance constitutes misconduct, do not hesitate to invoke disciplinary action

Performance Problems Diagnosis Chart


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Jayadeva de Silva

Is cause internal or external?


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What is previous performance on similar tasks?

What is performance on other tasks?How do other people do on this task?

If internal is it an ability problem?Has performance been good in the past? Is there frequent practice? Is the potential there?SOLUTION? Feedback, practice, training,

transfer, dismissal

If internal is it an effort problem? Is reward/punishment linked to effort and

performance?Are there personal or interpersonal

obstacles?SOLUTION? Feedback. Rewards

punishments, dismissal If external is the task too difficult?

What are the demands of the job? Is there a simpler way?Do they need help?SOLUTION? Job design, enrichment,

restructuring If external are there extenuating

circumstances?What distraction or disruptions occur?Are they dependant on other people?Are proper materials equipment,

information available?


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SOLUTION? Counsel, provide resources and support

Performance Management Roles


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Jayadeva de Silva

Questions


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1 Define “Employee Performance” What is meant by under performance?

2 Explain how a manger could practice preventive management to reduce under performance?

3 What advice can you give to a manger who is preparing to handle Performance problems at a review meeting?

4 It said that a manger must spend more time with the good performers than with the under performers. Discuss this statement giving

your reasons


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It is more important to devote time for your superior performers. Return on your time investment is higher with good performers. They can perform even

Sometimes the best thing to do is no management. There are problems of over management. This goes to show that managers must know their subordinates well. And use Different



Jayadeva de Silva


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managing under performance

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