Managing under performance

Jayadeva de Silva

Performance Management
-Managing Under Performance or Non
Performance
Jayadeva de Silva. M.Sc, MBIM, FIPM, FITD

(How to get your employees to do what they need to do and find out
Why they don’t just do it to start with)

Overview of the lesson
 Purpose of performance management
 Problems with the general concept
 16 reasons for poor performance
 Roles of the manager/supervisor in performance management
 Corrective Action process

Manager’s Role
Managers must do specific things at specific times to influence performance
outcomes:

Work planning
Follow up
To maintain performance
To improve performance

Problem with the usual practices of finding problems ??
There is a negative connotation
What do you think of? Detective snooping around? Digging up dirt on an
employee? Tattle-telling? He said – she said conversations?

Preventive Management
There is a new phrase to consider; & that is Preventive Management – like
preventative maintenance- keeps things running right by denying people the
opportunity to fail

djayadeva@gmail.com 077 7272295 1
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Jayadeva de Silva

Why people fail? Let us look at 16 reasons for poor performance

o They don’t know why they should do it
o They don’t know how to do it
o They don’t know what they are supposed to do
o They think your way will not work
o They think their way is better
o They think something else is more important
o There is no positive consequence
o They think they are doing it
o They are rewarded for not doing it
o They are punished for doing what they are supposed to do
o They anticipate a negative consequence
o There is no negative consequence for performing poorly
o Obstacles beyond their control
o Their personal limits prevent them from performing
o Personal problems
o No one could do it

Whose responsibility is it?

It’s up to YOU

What is Motivation?
A personal reason for doing something
An urge to perform
.

Poor performance may not be their fault. It could arise from
a…..
o Defective system of work,
o Inadequate leadership or guidance,
o The allocation of inappropriate tasks,
o Placement in jobs that are beyond their capabilities or insufficient
training.
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Jayadeva de Silva

What can managers do to reduce the risk of under-
performance?

o Exercising Effective Leadership
o Motivating people
o Spelling out expectations-
o Set performance expectations
- Clear, Concise, Comprehensible, Correct
o Collect data to measure performance
 Facts, reports, documented, objective
o Compare results and expectations
 -Honestly, equally
o Encouraging good teamwork
o Develop systems of work that do not place impossible demands on
people.
o Allocate work which is within their capacity
o Need based training
o “Stretch” objectives, but achievable not necessarily easy
o Act as a Coach-Providing guidance on how to carry out unfamiliar tasks.
o Reviewing the tasks performed

What about Corrective Action
o Not easy
o Employees expect you to fix the problem
o Employees should know before they receive corrective action that they
are underperforming

Dealing with Under-Performers
o -Identify and agree the problem –
o -Obtain agreement from the individual
o -Develop a self-regulating feedback mechanism

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Establish the reasons for the shortfall
o Not a case of attaching blame
o Jointly identify the problem
o Identify the causes that are outside the scope of the employee

KSA
o Did not know what to do – Knowledge
o Did not know how to do it – skill
o Would not do it – Attitude

Decide and agree on the action required
-Take steps to improve skills – Joint Action
-Change behaviour – Individual’s responsibility, major challenge for
the superior
- Change attitudes – extremely difficult. Behavioral change may lead
to an attitudinal change.
- Clarify expectations jointly
-Develop abilities and skills
-Redesign the job
-Resource the action
-Provide the coaching, training, guidance, facilities required to enable
the agreed actions to happen.

Monitor and provide feedback
o Both parties monitor performance
o Should be constructive
o Agree on further actions

Remember the following steps

1. Choose when to give the feedback.
2. Describe the behavior in as objective language as possible and be
specific.

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3. State the impact of the behavior on you, the team, the goal, the
customer.
4. Make a suggestion or request.
5. Lastly, check for understanding. Be open to alternative views.

Handling Performance Problems at Review Meetings

When tackling performance weaknesses, please remember that they may be
aspects of a person’s performance that are only weak in comparison with that
individual’s overall performance and not weak in comparison with other
people.

Methods of Handling Criticism
-Let reviewees know that their frankness in identifying any shortcomings is
appreciated.
- Get reviewees to produce their own ideas on remedial action.
- If reviewees do not agree that there is a problem, be firm but specific, giving
examples.
- Confine comments to weaknesses that can be put right; do not try to alter the
reviewee’s personality.
- Do not tackle more than two weaknesses in one meeting – there is a limit to
how much criticism individuals can take without becoming defensive.
- If the performance problems are related to the employee’s personal life,
arrange counselling.
- If poor performance is due to a change in organization’s standards, explain
how they could obtain conformity.
-Obtain employee’s commitment to reaching that standard.
-Tell employee what will happen if that standard is not met.

Disciplinary Action
If poor performance constitutes misconduct, do not hesitate to invoke
disciplinary action

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Performance Problems Diagnosis Chart

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 Is cause internal or external?
 What is previous performance on similar tasks?
 What is performance on other tasks?
 How do other people do on this task?

 If internal is it an ability problem?
 Has performance been good in the past?
 Is there frequent practice?
 Is the potential there?
 SOLUTION? Feedback, practice, training, transfer,
dismissal

 If internal is it an effort problem?
 Is reward/punishment linked to effort and performance?
 Are there personal or interpersonal obstacles?
 SOLUTION? Feedback. Rewards punishments, dismissal
 If external is the task too difficult?
 What are the demands of the job?
 Is there a simpler way?
 Do they need help?
 SOLUTION? Job design, enrichment, restructuring
 If external are there extenuating circumstances?
 What distraction or disruptions occur?
 Are they dependant on other people?
 Are proper materials equipment, information available?
 SOLUTION? Counsel, provide resources and support

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Performance Management Roles

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Questions

1 Define “Employee Performance” What is meant by under performance?

2 Explain how a manger could practice preventive management to reduce
under performance?

3 What advice can you give to a manger who is preparing to handle
Performance problems at a review meeting?

4 It said that a manger must spend more time with the good performers than
with the under performers. Discuss this statement giving your reasons

It is more important to devote Sometimes the best thing to do is no
time for your superior management. There are problems of
performers. Return on your over management. This goes to
time investment is higher with show that managers must know
good performers. They can their subordinates well. And use
perform even better! Different
Strokes for Different People !

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Managing under performance

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