The Performance Manager
By examining what makes a high performing team, this workbook features practical steps you can take to improve your teams' performance.
TABLE OF CONTENTS The Performance Manager
Section 5: Handling Poor Performance
Introduction
Employees should be given very clear guidelines regarding:
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what they are supposed to do
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how they are supposed to do it
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the standard to which they are supposed to do it.
If you feel that someone is not meeting the standards, no matter how busy you are, don't be tempted to allow things to slide in the hope that they will improve, in time, on their own. They probably won't get better, and may get much worse.
Causes of Poor Performance
Poor work performance can arise with:
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someone who is a fairly new member of staff and can, perhaps, cause you to wonder whether you have made a major recruitment mistake
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someone who has been, up until now, a competent and highly valued team member.
The next activity will give you an opportunity to think about how you could tackle the situation with both a new member of staff and someone who has been with the organization for a long time.
ACTIVITY 21
Read through the two case studies below and then identify questions that would help to decide what actions would be most appropriate.
CASE STUDY 1
You have recruited and selected a new member of staff who reports directly to you. Mike is employed to manage internal information and, at the interview, you were led to believe that he possessed the qualifications, skills, knowledge and experience which would enable him to perform the job to the required standard.
During his first few weeks in the job Mike...
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