How to Work with Underperforming Employees
Avoid the Potential Complications of Termination
Nov 25, 2008
When an employee underperforms or makes mistakes, it is tempting to want to terminate that person’s employment and look for a replacement. However, before going down that path, the manager should take a closer look at what is happening and how they, as a leader, may be contributing to the situation.
To improve an employee’s performance and avoid the potential complications of termination, managers should first try these simple techniques:
Clarify Job Expectations
Discuss the specifics of the job description to uncover any areas of confusion and gain agreement on performance expectations and responsibilities. What resources (time, money, people, and equipment) will be required for the employee to do their job well? What obstacles are anticipated? What plans are in place or can be put in place to overcome such obstacles?
Agree on Specific Improvement Goals
Using vague comments, such as “do a better job”, makes the task of evaluating results and assessing performance difficult, if not impossible. For example, how is “better job” defined? Does that mean arrive on time, complete all assignments on time, communicate daily with co-workers? To minimize the vagueness of the improvement goal, the manager must be specific so that they can later measure the outcome: “You must be ready to work at 9:00 a.m. daily, complete all tasks by Friday afternoon at 3:00 p.m., attend all team meetings”, and so on.
Identify Final Deadlines and Mid-Project Deadlines
Waiting until the end of the project to evaluate the outcome can be tricky, especially if the desired result is not achieved. To avoid this problem, especially when dealing with an employee whose ability to achieve the desired outcome is questionable, the manager should establish mutually agreed-upon mini-deadlines or mid-project deadlines and milestones. This way, they can both evaluate progress and make adjustments as needed.
Ask One Question
The manager should ask themselves, "How long can I wait for this employee’s performance to turn around?" The answer is often times multifaceted and it depends on:
- The employee’s commitment and willingness to improve.
- The employee’s position and the impact their performance has on other individuals inside and outside the department.
- The cost of resources needed to improve the employee’s performance.
All these factors should be considered against the time and cost necessary to advertise, interview, and train a replacement. When the two have been compared the manager should have a better idea of what makes sense the most: to continue working with the employee and help them get back on track or to let them go and hire a replacement. Each choice comes with its own pros and cons, and knowing what they are is key in making the right decision.
