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Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved
“SUPER”visor(Without the Red Cape):
Managing Marginal Employee Performance
Sharleen SmithAlabama Training Institute
Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved
Initial Thought
For a manager to be perceived as a positive manager,
they need a four to one positive to negative contact ratio.
Ken Blanchard
Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved
One of the tests of leadership is the ability
to recognize a problem before
it becomes an emergency.Arnold Glasgow
This is a problem!
Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved
Major Causes of
Performance Problems for
Employees
Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved
Causes of Performance Problems
Lack of Knowledge or Skills
o On-the-job training with peer or supervisoro Traditional training courseso Mentoring within the organization
• Does the employee have the requisite skills, abilities and aptitudes to perform the job?• Did the employee have experience in the duty while in past jobs?• Has the employee attended an orientation by the agency or
supervisor?• Has the employee received informal on-the-job training or time to
practice?• Has the employee received formal or certification training to do the
job?
Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved
Expectations or Requirements Have Not Been Adequately Communicated
Causes of Performance Problems
• Does the employee know what is expected of the position?• Has the employee been given a performance appraisal plan?• Does the employee even know there is a problem?• Have you talked to the employee about specifics of the issue(s)?
o Conduct “coaching session”o Outline the poor performance o Discuss how the employee will correct the problemo Discuss how you will assisto Provide follow-up
Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved
• Does the employee produce the correct results but the manner is unorganized?• Does the employee easily complete tasks but not in a timely
manner?• Does the employee’s office or work area look disorganized or
chaotic?
Poor Organizational Skills
Causes of Performance Problems
o Send the employee to trainingo Help the employee one on one
Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved
• Do working conditions support good performance?• Does the employee have the necessary tools, equipment and
resources?• Are there enough human resources to assist?• Does the employee have an environment that supports
performance?• Are there other people who make the work punishing or hostile?
Lack of Resources
Causes of Performance Problems
o Ask the employeeo Seek input from other employees in similar positionso Conduct a thorough examination of the environment
Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved
• Are the standards unrealistic?• Does the process need improvement?• Have you conducted a business process audit?• Have employees brought ideas to you regarding more efficient
ways of working?• Have things always been “done this way” and you never stopped to
think of a better way?
Inefficient Work Flow or Process
Causes of Performance Problems
o Conduct a work flow analysiso Ask the employeeo Ask employees who are in similar positionso Ask employees who were formally in the position
Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved
• Is good performance rewarded or punished?• Is poor performance rewarded?• Is the employee being treated fairly?• Does the system support good performance?
Insufficient Supervision
Causes of Performance Problems
o Examine your interactions with the employeeo Monitor your daily communications with the employeeo Determine whether you treat the employee as you do otherso Use personnel systems properly to support performance
Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved
• Does the employee have the proper attitude (desire)?• Does an issue exist in the employee's personal life that may
contribute to poor performance?• Is the employee's morale preventing the employee from
successfully applying skills and abilities?
Lack of Personal Motivation
Causes of Performance Problems
o Talk to the employee about the specific performance issueo Be straightforward about the consequences of non-performanceo Encourage the employee to visit the EAP programo Do not ask if there is a personal issue
Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved
PROBLEM EMPLOYEE
I Can't I Won't
I Can I Will
Find the negative causeand
coach the need.
This is the employee’s choice.
Use coaching, counseling and
discipline system.
Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved
Responsibilities of the
Supervisor
Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved
Definitions of Performance:
• What is the employee to accomplish?• At what level is the employee to perform?• How will you measure the employee’s performance?
Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved
• Meet with the employee • Discuss performance problems• Ask how the employee will solve the problem• Determine how you will assist• State the consequences
Supervisory Responsibility - Counseling
Informal Counseling Session
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• State what you observed• Wait for a response• Remind them of the goal• Ask for a specific solution• Agree on the solution
Two Minute Challenge
Supervisory Responsibility - Counseling
Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved
Written Action Plan• State the problem• Explain how it needs to be corrected• Set a time frame for monitoring behavior• List any assistance you will provide• Set a meeting date for the end of the period
Supervisory Responsibility - Counseling
Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved
Effective feedback can...o Direct behavior in a desired directiono Influence how goals are set for improvemento Reinforce good behavior by providing information
about what went well so it can be repeatedo Clarify expectations for performanceo Help identify what needs to be improved and how
to improve ito Increase motivation to perform well
Supervisory Responsibility - Feedback
Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved
o Help employees know the rules in the organization--what behavior is accepted and what is not accepted.
o Help employees feel like they are in control of outcomes.
o Help employees feel they are involved and play a central role in the work of the department.
o Help managers understand contingencies affecting employee performance.
o Help employees and managers make better choices and decisions.
o Help save the organization money.
Supervisory Responsibility - Feedback
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Some negative reactions an employee may have to constructive feedback include:
o Defensivenesso Angero Denialo Passivenesso Despair
Reactions to Feedback
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o Create a safe environment. Focus on the issues, not the person.
o Concentrate on behaviors.o Maintain non-threatening body language.o Use active listening.o Resist the temptation to respond with your own negative
emotions. Keep a steady, even tone.
Strategies for Responding to
Negative Reactions
Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved
o Allow for periods of silence.o Restate your confidence in the employee.o Clearly state what is expected next. o Help employees believe they can change.o Consider a "cooling off" period.o Don't minimize reactions.
Strategies for Responding to
Negative Reactions
Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved
• Legalities• Location for documentation• ABCs of documentation• Objective v. Inferential documentation
Supervisory Responsibility - Documentation
Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved
A supervisor needs to…Understand the difference between a behavior and an
inference. Recognize that good feedback is behavioral rather than
inferential. Focus on behavior, which allows managers to provide
feedback that others can use to leverage their strengths, or to improve in areas where they need development.
Document Performance Behaviorally
Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved
Our tendency as supervisors is to classify employees and to make judgments about their intent or motivation to perform well.
We may describe someone who performs effectively as:
“She's a hard worker. She’s a real team player.”or
“He's got a great attitude. He's a real asset.”
Document Performance Behaviorally
WRONGInstead
“state the good behavior.”
Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved
Or, alternatively, we may describe ineffective performers in the following ways:
"His work is sloppy. He doesn't care whether it is accurate or not.“
or"He's lazy and unhelpful."
Document Performance Behaviorally
WRONGInstead
“state the poor behavior.”