In the previous two articles, we focused on the importance of a) training and b) different techniques, to increase team morale and ultimately keep employee retention high. Even so, at some point it becomes necessary to address repeated mistakes or poor behaviour through an intervention. However overwhelming, time-consuming or even frustrating the process can be, it is critically important to tackle poor performance early and thoroughly.

Here are four supporting reasons:

  • Few things demotivate employees as quickly as seeing their co-workers get away with poor performance. It increases pressure on diligent employees to work harder without the proper compensation. Address poor performance promptly to keep team morale high.
  • The recruitment, appointment and training of a new employee is usually time-consuming and very expensive. Early intervention and subsequent prevention of making a new appointment, can therefore often prove easier and more affordable than the alternative.
  • If employees are fired without following the correct due procedure, it can lead to negative consequences for the business and the morale of other staff.
  • Dismissal is a last resort that every ethically minded management and employee wishes to avoid. It is always the better option to give employees the necessary help and time to a) adjust their actions and behaviour for the better, or b) improve the quality of their work. To err is human, and it is both a professional and moral imperative to seek solutions constructively.

With this in mind, here are five tips to manage poor performance in your team:

1. Communicate expectations clearly

There must be a clear, detailed work description for every job to be performed. If the employer does not have something formal documented, it is important to start with outlining the functions and responsibilities of each role. It is important for the business to know what is required for employees to be successful in every role, in the same way that it is essential for employees to know this too.

Do not assume that employees can read your thoughts. Newly appointed employees often have their own perspectives on expectations and standards, which do not always correspond with those of their new employer. Clearly defining each position makes it easier for everyone involved to understand what is required by the role, and to identify and correct possible problems.

Your progressive discipline policy, outlining how disciplinary actions will be applied, if necessary, should already be established and documented. This helps to ensure that every problem is handled consistently and fairly.

2. Be a good coach

Instead of looking to discipline them, strive to regularly train your new and existing employees. This also involves giving informal feedback on what they are doing right, as well as what they should improve. Think of a soccer coach who always praises a good pass or tackle, while not hesitating to point out the missed shots at goal or gaps in defence.

Without this ongoing feedback, you cannot expect your employees to know when they are underperforming, until it is too late and their poor performance has turned into a serious problem.

3. Write it down

Documentation is important. If you do not write something down, it can be argued that it did not happen. Even informal discussions written down in a notebook can be useful and regarded as documentation. Having official records can help you to defend future decisions.

Here are a few examples of important communication to keep on record:

  • Electronic communication.
  • Telephone conversations.
  • One-on-one discussions.
  • Feedback and complaints from colleagues, managers or clients.

Important note: Make sure that all legislation around the protection of persons’ rights and personal information is followed when recording calls.

4. Consider a performance improvement plan

Suppose that you have offered continuous coaching, but there has been no improvement, or you’ve observed major concerns with the performance that could not be resolved through coaching. This would be a good time to develop a performance improvement plan (PIP).

A PIP is normally not used for behavioural issues or policy transgressions but rather implemented to bridge a skills gap or to indicate where development is required. A PIP should specifically explain what the problem areas are and set detailed objectives for the employee to achieve in order to correct these shortcomings.

Here is an example of a PIP:

“Mr. C. Ellars submitted work instructions without the necessary signatures, batch numbers of yeast and yeast nutrition, as well as the before and after volumes of the tanks involved.”

  • In an effort to help him improve, Mr. Ellars must study the procedure for correct completion of work instructions thoroughly. Then, in three days he must complete a verbal, as well as written assessment to prove that he understands exactly what is expected of him, as well as the importance of the actions involved.
  • The timeline given for corrections should be reasonable. Some shortcomings are simpler and faster to correct than others.
  • Lastly, ensure that your employee signs an acknowledgement form to confirm that they understand what is expected of them.

5. Initiate progressive discipline

In situations where a policy has been transgressed, progressive discipline may be the desired route to follow. Use this option to address matters like presence, communication and other behavioural issues. Progressive discipline usually begins with verbal counselling, followed by written counselling, and then depending on the situation, a final written warning or suspension before resorting to a termination or dismissal.

If verbal counselling is given, it is advisable to keep a written or electronic document of this discussion in a file specifically designated for staff matters. Although the employee’s signature is not required at this stage, it is better to have recorded acknowledgement of the meeting(s).

Written counselling is similar to the PIP in the sense that it must clearly outline the areas to be corrected by the employee. Again, it is important to specifically state what shortcomings have been observed that must be improved and how this will be achieved.

Important note: The change in behaviour must be immediately noticeable and sustainable.

Employees must sign this form after you have discussed it with them. It does not mean that they must agreed with what you have documented, rather, their signature simply indicates that they have received the policy statement.

What comes next?

Schedule regular follow-up meetings and do not postpone these. Make sure that you document all the discussions and let the employees sign to acknowledge their attendance of the meeting. Give them specific feedback on how they are performing. If the results are mixed, share with them what they are doing right, as well as what they are doing wrong.

If you do not see improvement, or if the employee is still making similar mistakes, address it immediately. Do not wait until the next follow-up meeting. Keep notes of what you addressed and when.

Unfortunately, despite the aforementioned steps, it may still be necessary to initiate steps to dismiss the employee. In such case it is best to first follow a well-documented progressive discipline process to minimise problems and demonstrate that you have made an effort to rectify the situation.

Preparation for termination

If the only remaining option is to terminate the relationship, clear documentation indicating how you helped the underperforming employee to improve, will be required as supporting documents.

Before you dismiss the employee, revise all the relevant documentation. Also contact your legal advisor or human resources representative to ensure that your case is supported, justified and sound.

Upon dismissal of employees, honesty is the best policy. While your goal is not to make someone feel bad, a performance-based termination should also not be disguised as asking the person to resign. Employees who are asked to resign, may later allege that they felt under pressure to do so, which could give the impression of possible unfairness.

Conclusion

Haste to enforce a termination can have significant and often unnecessary consequences for a business. By offering employees opportunities to improve their performance through clear communication, feedback, coaching and performance improvement plans or progressive discipline, you can have peace of mind knowing that every possible measure was taken to rectify the situation. Proper documentation further reduces your business’s exposure to potential risks.

For more information, contact Pieter Badenhorst at [email protected].

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