Give Poor Performers a Chance to Improve Performance
In running a business, a manager may encounter problems when dealing with team members’ performance that involve three specific issues.
The first involves Human Resources. The basic problem is that sometimes the wrong people are hired by HR. Second is in knowing which employees to invest additional time and effort in to train further. The third and most difficult issue is in knowing which employees to fire and determining the right time to do it.
In making these decisions, business leaders usually ask some of these questions to themselves —
- ‘What are the standards we should follow in firing an employee?’
- ‘How much time and money should it take to train and turn an employee into a valuable team player?’
- The last question goes like this, ‘My team does not give me the results I want. How can I push them to do so?’
On their own managers might have a tough time answering these questions. However, they can be answered in a variety of ways.
There are professional peer groups where questions and concerns can be brought up in a confidential environment and one can gain professional answers. The only questions left unanswered are how to apply the responses. Even the application processes can be learned from other professionals. The good thing about raising questions is that chances are others are experiencing similar problems, and likely a good number of people will have experienced the same or a similar problem that they can share the actions they took.
The problem with hiring the wrong person is aggravated when you know that time and effort will be spent on this underachieving individual. A team’s overall performance can suffer due to the limited contributions of a team member.
Managers are often enticed by what resumes have to say about a person’s credentials. Sometimes, business leaders also see something in a person, but that something somehow fades as time flies by. However, before a manager takes that final swing at letting go of this person, all measures should be taken first.
After you have given that person a chance to improve and made them aware of where they stand, the manager needs to evaluate the team member and record progress or lack of it. If progress is recorded, then the investment of providing another chance is worth it. If there is no progress, then there is no other recourse and action but to cut the ties that bind.
As a self-professed “manager from hell,” Steve Caldwell learned through the hard knocks of making mistakes while building a career. Today he serves as a leadership coach, mentor and role model guiding high achieving managers to become the strong leaders their companies, employees and the world needs. He is also author of the book Manager Mojo – Be the Leader that Others Want to Follow (available on Amazon).
“In all arenas, we suffer from a lack of leadership talent,” Steve observes. “Every day employees are promoted into management with no training or support to guide their development into leadership positions. You don’t have to be born to lead. You can learn to lead.” He can be reached by email at Steve@ManagerMojo.com or by phone at (415) 670*9543.