Turning Around Poor Performance

As I’ve mentioned several times before, networking on LinkedIn and Twitter has allowed me to talk to some truly amazing and inspirational people. Today, as I was thinking back on these particular individuals, one stood out in my mind. Over the course of the last few months, he has written so many supportive and encouraging messages to me in regard to my professional competency and my writing. In addition to his motivation, he has also shared some valuable insight in regard to his human resources experience and beliefs. Hearing some of Gio Branco’s whole-hearted values really helped restore my faith for human resource’s future.

As he partook in some of the discussions I had posted in the Linkedin:HR group, I learned he was a Human Resources Consultant. We talked more about his experience and beliefs and I felt that it was a breath of fresh air. I am positive that his clients appreciate his conviction and passion for HR.

As time went on, I saw that Gio also wrote some interesting blogs for his consulting business. Needless to say, I was intrigued to see what he had to say about different human resources topics. Recently,one blog post caught my attention. It discussed some of the reasons why employees perform poorly. Some of the common reasons he mentioned were as follows:

1. Lack of knowledge, skills or abilities.

2. Incorrect role expectations.

3. Lack of motivation.

4. Lack of resources.

5. Poor morale.

I have to agree with the points he made in this posting. A decent amount of times employees don’t perform poorly because they’re incapable of doing the job but because of other factors.

However, there is another thing to consider when it comes to poor performance: management’s role to help fix this situation before it costs the company business or an employee their job. In order to truly assess the situation and determine the best course of action, a manager needs to provide feedback. I feel that one of the biggest mistakes a company can make is to only provide feedback in bi-annually or yearly performance reviews. At that point, the damage is already done. It is imperative that managers give regular feedback to employees and create an environment in which employees feel like they can openly express concerns, issues, or suggestions. Managers may fight that they are too busy to take the time to do this, but if they did it from the start then they wouldn’t be busy putting out fires caused by poor performers. Being proactive will help your business and your employees in the long-run.

One of the best experiences I’ve had in my working career is when I worked for a company in which managers gave me feedback on a weekly and/or monthly basis. These one-on-one feedback sessions helped me learn the areas I could work on and also gave me resources to do better. Most importantly, these sessions helped me learn my weak areas immediately and allowed me to fix the problem before it became a habit. Providing regular feedback can help resolve the areas that Gio had mentioned. Additionally, it can do the following:

  • Allow your employees to fix problems before it becomes a regular occurrence.
  • Ensure that senior employees don’t set a bad example for new employees.
  • Increase morale.
  • Reduce the issues that the company would need to spend time, money, and energy to fix.
  • Cut the costs that would incur if the company had to terminate a poor performer.
  • Cut the costs to hire and train someone new to fill the terminated employee’s spot.
  • Empower employees to be proactive, accountable, and responsible.
  • Allow employees feel like the company is invested in their professional growth which could make them want to be more dedicated and committed to doing a good job.
  • Create a better employee and customer experience.
  • Help a company learn that weak points may be in the structure and training, not the employee.

I literally could go on and on about the importance of providing regular feedback. There are so many benefits, both short-term and long-term. What I know is that the feedback sessions I received from my manager allowed me to professionally grow. I soon became one of the most efficient and accurate employees in the department. I was proud of what I did. This also empowered me to have more time and knowledge to spot weak areas in the company’s processes and suggest ways on how to fix them. With that being said, helping me allowed me to help them in return.

You don’t need to have poor performers in your company, but in order to reduce that you must invest time to provide the necessary feedback to help them turn around their performance.

Links:

Gio’s post about poor performance.

Gio Branco Consulting

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2 thoughts on “Turning Around Poor Performance

  1. I thought Gio was talking about -me- when he posted about your article, and I was happy to find your thoughtful piece instead. So many managers forget about the feedback and development responsibilities of their role, and you pointed out the positive effect it has had on you.

    1. Thank you for your comment, Ashley! I’ve worked in environments that had little to no support and other environments that were rich with feedback. I’d have to prefer the latter. I noticed that performance was better and turn-over was less frequent in the environments that had regular feedback. Employees enjoyed knowing where they stood in the company and appreciated the fact that managers were willing to help them become professionally stronger.

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