Dealing with longer term poor performance

Why do performance and capability issues arise?

Performance issues don’t arise overnight and are usually as a result of a sustained (and often gradual) downturn in expected performance.

Provided there is a robust recruitment process in place, employees don’t start in their position without the capability to undertake the role. Even where recruitment has focussed on the individual rather than technical capability, an induction and training plan will have addressed anything as part of onboarding.

Where performance becomes a problem quickly after recruitment, then this should be dealt with as part of any induction or probation process, allowing sufficient time and having realistic expectations of new employees as they onboard.

Where performance has declined over a period of time, and is now at a level that needs to be addresses, a performance management conversation will need to take place.

As noted above, poor performance or reduced capability in performing a role can happen gradually over time and isn’t always easy to identify when it initially happens and only becomes apparent after a sustained drop off on performance. Regular appraisal meetings should make this more apparent sooner and easier to rectify.

Why should managers be having regular performance conversations?

Managers should be having regular meetings with their employees as part of a formal process, or if not in place in your organisation, informally. This provides an opportunity for earlier intervention should performance start to dip below expected standards.

It is important to have this regular dialogue so that expectations are clear. In addition failing to address any issues can have an impact on others in the team also as poor performance may be seen to be tolerated.

It can often be the case that the individual will not know that they are not where they should be performance wise and having this regular dialogue allows this to be discussed at the earliest opportunity. It also allows for dialogue to take place as there may underlying reasons for the drop off in performance. Examples could be changes to working practices requiring additional training or an underlying medical condition or disability which is impacting on the employee.

All of this can be dealt with through dialogue with the employee. This dialogue is particularly important when underlying health conditions and disability come into play as there is a requirement on the organisation to take reasonable steps to support the employee.

Not addressing the situation as it arises can mean that the situation has to be escalated to to capability procedure. This can also happen where the earlier dialogue hasn’t helped or hasn’t helped enough.

 What does a formal Capabiltiy/Performance Management Procedure Look Like.

Formal procedures would normally have multiple stages and move beyond the normal management dialogue.

A formal meeting will take place with the employee where the issues arising will be highlighted and a timescale put in place to address these. This can include actions required of the employee and the manager. A reasonable amount of time will be agreed for the next meeting to allow the employee time to make the required improvements.

Some organisations have the provision to allow a repeat of this stage before moving to other measures, but essentially if the performance doesn’t reach required levels, the conversation would move to one where the future employment in the role is considered. Outcomes can be redeployment into a role that matches their capabilities or ultimately the employee leaving the organisation. It is often the case that employees will recognise that the “writing is on the wall” and will self select rather than waiting for the organisation to make a decision. Employers should be mindful of the possibility of a constructive dismissal claim so should continue to keep records and manage the situation carefully even if the employee resigns.

How can I help?

I have significant experience across a number of organisations in supporting managers in dealing with difficult situations and getting the required outcome and reducing the risk of the situation escalating. Often issues can be solved informally, but sometimes things have already reached a critical point and require some careful thought and actions to resolve. 

Services I can provide:

-          Problem solving – Coming into the organisation to support for a particular problem

-          Line Manager Training – Working on a series of common HR issues with line managers using the organisations own policies and procedures to give everyone the confidence to use the procedures when required.  These sessions can be in person or online and can be tailored to cover purely the process, the people skills, tools and techniques or a combination of both.

-          Policy and Procedure writing – I can create a suite of people policies that are compliant with legislation and meet the needs of the organisation and help launch, raise awareness and train on the new or updated policies.