1 / 25

Managing poor performance

Managing poor performance. Manage People Performance . Signs of poor performance. Absenteeism On the job absenteeism Reporting to work problems Difficulty in concentration Lowered job efficiency Poor relationships with “people at work” Failure to observe org’n regs, policies, procedures.

kyle
Télécharger la présentation

Managing poor performance

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Managing poor performance Manage People Performance Manage people performance RAF

  2. Signs of poor performance • Absenteeism • On the job absenteeism • Reporting to work problems • Difficulty in concentration • Lowered job efficiency • Poor relationships with “people at work” • Failure to observe org’n regs, policies, procedures

  3. Poor training or experience Tools, equipment or materials Cumbersome procedures/ systems Unclear or unspecified standards Poor performance is as rewarding as good Lack of information Lack of time Poor job placement Performance standards not understood Poor team work or disharmony in the team Possible causes 85%

  4. Personal problems Acts of God Poor motivation or morale Possible causes 15%

  5. Employee doesn’t know what is expected Employee doesn’t know to do what is expected Employee is out of practice Employee doesn’t get feedback about level and actual quality Possible solutions

  6. Expected performance is difficult or punishing and in some way less desirable Something in the work environment interferes with performance Performing below expectations is more rewarding or easier cont

  7. Pathway to good performance • What to - having clear , worthwhile targets • How to- being competent • Want to -being motivated • Chance to-Being able to achieve

  8. Giving feedback Give examples of the following types of feedback • Positive • Negative • Constructive • None at all

  9. Giving feedback • Keep it factual and non personal • Describe the behaviour and its effects objectively • Be considerate • Make it actionable • Keep away from hearsay • Make it timely • Offer it frequently

  10. What’s good for the goose…is good for the gander When receiving feedback • Don’t argue –listen • Check you have understood • Don’t explain , defend, justify • Thank the speaker for bringing it to your attention • Take it on board • Make any necessary changes

  11. When dealing with unsatisfactory performance consider • awards • regulations • specific industrial relations legislation • EEO and Anti discrimination • Workers comp • Workplace agreements/ employment contracts • Requirement of systematic management of poor performance • Failure to act makes things more complex and painful

  12. Manage unsatisfactory performance • to improve it • terminate it (or regress, demote, formally reprimand, closer monitoring, reduce benefits)

  13. Failure to act • Reduced productivity • Reduced morale of staff and less respect for supervisor • Safety issues • Increased stress • Waste of funds • Staff soon learn that nothing happens and poor performance is the norm • Still have to go through the motions when the issue becomes urgent • Evidence of continual incidents of poor performance is undocumented

  14. Look at fig 9.1 Tovey unsatisfactory performance management flow chart

  15. 10 steps to.. • developing a performance improvement plan. • Note not all performance problems are the employee’s fault

  16. Step1- identify the gaps and needs • Performance gaps identified • Areas for performance identified • Expected benefits of imp performance • Specific out come of improved performance • Improvements required • New challenges for the work unit

  17. Step 2-specific causes and skills needed • All evidence reviewed • Specific causes idnetified • New skills and knowledge identified • New resources required

  18. Step 3 Categorise the needs • Development needs • Non-development needs

  19. Step 4 Linking specific needs to outputs • Outputs linked to development needs • Outputs linked to non-development needs

  20. Step 5 – prioritise needs • Cost solution • Development needs- greatest opportunity for improvement • Non-Development needs- greatest opportunity for improvement

  21. Step 6 – select strategies • Strategies for development needs (on and off the job) • Strategies for non- development needs ( discussion with other managers. Feedback required. Other actions)

  22. Step 7 Identify resources required to meet needs • Money • Time • People • Materials and physical resources

  23. Step 8- develop performance improvement plan • Aim • Development objectives • Strategies • Resources • Responsibilities • Action plans • Monitoring progress

  24. Step 9- implement the plan • specific milestones • expected completion dates diarised • copies for staff member and manager • immediate commencement

  25. Step 10- monitoring • Monitor in conjunction with performance objectives • Design evidence collection process

More Related