1. Marginal Performer
Group 11
Harshavardhan Chinchore (FT 12279)
Pranav Gopal Jha (FT 12238)
Rajiv Garg (FT 12245
Siddharth Sureka (FT 12258)
Smruti Rekha Padhy (FT 12261

2. What do you think Strom should do?
Address marginal performance early
Document all evidence relating to that Nyageri’s low
performance level :
Poor audit rating
Failure to meet deadlines
Poor overtime control
Failure to conduct performance appraisals
Poor staff administration
Full use of sick leave
Schedule performance review meetings with the Nyageri
Be prepared to take appropriate action

3. How can Nyageri be made a better performer?
Avoid referring to the situation beyond the impact it has on his
performance
Engage the Nyageri in the discussion to obtain his perspective on the
matter and clear misconceptions
Nyageri’s Perception :
Banking environment was one that did not pay well
Very little recognition for the work
Branch manager had been insensitive to his needs
Branch manager was “unreasonable” to expect so much of him
Not yet adjusted to the new results oriented approach and
appeared to resent the new system of performance appraisals
Limit the discussion to job related issues
Follow steps as discussed in slide 6

4. What do you think leads to this sort of
situation?
Burnout and stress.
Whether company practices and culture reward marginal performance.
If financial incentives and bonus payments are based on being present --
company may inadvertently be rewarding low levels of performance
Addiction or alcoholic behavior

5. Do you think Strom from her position as
Manager would be able to do something?
Yes
Develop and set specific expectations and standards
Closely monitor performance
Assign a “mentor”
Give specific and timely feedback
Consider training, where appropriate
Provide work assignments that build confidence
Help Nyageri plan and prioritize his work
Determine if the performance problem is a result of Nyageri’s domestic
problems