“SUPER”visor (Without the Red Cape): Managing Marginal Employee Performance

“SUPER”visor (Without the Red Cape): Managing Marginal Employee Performance Sharleen Smith Alabama Training Institute ssmith@ati.aum.edu

Initial Thought For a manager to be perceived as a positive manager, they need a four to one positive to negative contact ratio. Ken Blanchard

One of the tests of leadership is the ability to recognize a problem before it becomes an emergency. Arnold Glasgow This is a problem!

Major Causes of Performance Problems for Employees

Causes of Performance Problems Lack of Knowledge or Skills • Does the employee have the requisite skills, abilities and aptitudes to perform the job? • Did the employee have experience in the duty while in past jobs? • Has the employee attended an orientation by the agency or supervisor? • Has the employee received informal on-the-job training or time to practice? • Has the employee received formal or certification training to do the job? • On-the-job training with peer or supervisor • Traditional training courses • Mentoring within the organization

Causes of Performance Problems Expectations or Requirements Have Not Been Adequately Communicated • Does the employee know what is expected of the position? • Has the employee been given a performance appraisal plan? • Does the employee even know there is a problem? • Have you talked to the employee about specifics of the issue(s)? • Conduct “coaching session” • Outline the poor performance • Discuss how the employee will correct the problem • Discuss how you will assist • Provide follow-up

Causes of Performance Problems Poor Organizational Skills • Does the employee produce the correct results but the manner is unorganized? • Does the employee easily complete tasks but not in a timely manner? • Does the employee’s office or work area look disorganized or chaotic? • Send the employee to training • Help the employee one on one

Causes of Performance Problems Lack of Resources • Do working conditions support good performance? • Does the employee have the necessary tools, equipment and resources? • Are there enough human resources to assist? • Does the employee have an environment that supports performance? • Are there other people who make the work punishing or hostile? • Ask the employee • Seek input from other employees in similar positions • Conduct a thorough examination of the environment

Causes of Performance Problems Inefficient Work Flow or Process • Are the standards unrealistic? • Does the process need improvement? • Have you conducted a business process audit? • Have employees brought ideas to you regarding more efficient ways of working? • Have things always been “done this way” and you never stopped to think of a better way? • Conduct a work flow analysis • Ask the employee • Ask employees who are in similar positions • Ask employees who were formally in the position

Causes of Performance Problems Insufficient Supervision • Is good performance rewarded or punished? • Is poor performance rewarded? • Is the employee being treated fairly? • Does the system support good performance? • Examine your interactions with the employee • Monitor your daily communications with the employee • Determine whether you treat the employee as you do others • Use personnel systems properly to support performance

Causes of Performance Problems Lack of Personal Motivation • Does the employee have the proper attitude (desire)? • Does an issue exist in the employee's personal life that may contribute to poor performance? • Is the employee's morale preventing the employee from successfully applying skills and abilities? • Talk to the employee about the specific performance issue • Be straightforward about the consequences of non-performance • Encourage the employee to visit the EAP program • Do not ask if there is a personal issue

PROBLEM EMPLOYEE I Can't I Won't I Can I Will This is the employee’s choice. Use coaching, counseling and discipline system. Find the negative cause and coach the need.

Responsibilities of the Supervisor

Definitions of Performance: What is the employee to accomplish? At what level is the employee to perform? How will you measure the employee’s performance?

Supervisory Responsibility - Counseling Informal Counseling Session • Meet with the employee • Discuss performance problems • Ask how the employee will solve the problem • Determine how you will assist • State the consequences

Supervisory Responsibility - Counseling Two Minute Challenge • State what you observed • Wait for a response • Remind them of the goal • Ask for a specific solution • Agree on the solution

Supervisory Responsibility - Counseling Written Action Plan • State the problem • Explain how it needs to be corrected • Set a time frame for monitoring behavior • List any assistance you will provide • Set a meeting date for the end of the period

Supervisory Responsibility - Feedback Effective feedback can... • Direct behavior in a desired direction • Influence how goals are set for improvement • Reinforce good behavior by providing information about what went well so it can be repeated • Clarify expectations for performance • Help identify what needs to be improved and how to improve it • Increase motivation to perform well

Supervisory Responsibility - Feedback • Help employees know the rules in the organization--what behavior is accepted and what is not accepted. • Help employees feel like they are in control of outcomes. • Help employees feel they are involved and play a central role in the work of the department. • Help managers understand contingencies affecting employee performance. • Help employees and managers make better choices and decisions. • Help save the organization money.

Reactions to Feedback Some negative reactions an employee may have to constructive feedback include: • Defensiveness • Anger • Denial • Passiveness • Despair

Strategies for Responding to Negative Reactions • Create a safe environment. Focus on the issues, not the person. • Concentrate on behaviors. • Maintain non-threatening body language. • Use active listening. • Resist the temptation to respond with your own negative emotions. Keep a steady, even tone.

Strategies for Responding to Negative Reactions • Allow for periods of silence. • Restate your confidence in the employee. • Clearly state what is expected next. • Help employees believe they can change. • Consider a "cooling off" period. • Don't minimize reactions.

Supervisory Responsibility - Documentation • Legalities • Location for documentation • ABCs of documentation • Objective v. Inferential documentation

Document Performance Behaviorally A supervisor needs to… • Understand the difference between a behavior and an inference. • Recognize that good feedback is behavioral rather than inferential. • Focus on behavior, which allows managers to provide feedback that others can use to leverage their strengths, or to improve in areas where they need development.

Document Performance Behaviorally Our tendency as supervisors is to classify employees and to make judgments about their intent or motivation to perform well. We may describe someone who performs effectively as: “She's a hard worker. She’s a real team player.” or “He's got a great attitude. He's a real asset.” WRONG Instead “state the good behavior.”

Document Performance Behaviorally Or, alternatively, we may describe ineffective performers in the following ways: "His work is sloppy. He doesn't care whether it is accurate or not.“ or "He's lazy and unhelpful." WRONG Instead “state the poor behavior.”

Final Thought Too many leaders act as if the sheep ...their people... are there for the benefit of the shepherd, not that the shepherd has responsibility for the sheep. Ken Blanchard

“SUPER”visor (Without the Red Cape): Managing Marginal Employee Performance