Category Archives: Appraisals

Capability vs Disciplinary – Case Study 2 – Suggestions to Combat Underperformance

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Last week we introduced you to Karen, she has been underperforming for the last eight years with your company.  She is unsociable, intimidating, rude and fails to take responsibility for her actions.  This has led to numerous complaints from her peers, supervisors and managers, with one colleague threatening to resign as a result of Karen’s behaviour.

What action should you take to deal with Karen? What procedures should you invoke? Here are a few suggestions:

  • Conduct an informal interview with Karen in the first instance with the aim of getting to the root of the problem.  Ask her to explain why she is behaving the way she is – what are the underlying problems from her point of view
  • Gather evidence from other people – her colleagues, supervisors and managers.  In particular talk to the person that has threatened to leave, find out what has been going on and persuade them to stay by reassuring them that you are dealing with the problem
  • Get input from your HR department and consultants.  It can be very valuable to get input from someone who can look at the overall situation and be impartial.  The line manager cannot do the investigation and  decision making
  • Don’t let it go on too long – Karen’s manager may need help with performance reviews / dealing with staff issues
  • If all else fails invoke a formal disciplinary procedure including informal and written warning and dismissal if appropriate.

Capability vs. Disciplinary – Case Study

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In a recent blog we looked at performance management and how to distinguish between issues of capability and misconduct when dealing with the underperformance of employees.  To bring this issue to life we would like to introduce you to Annabelle.

Annabelle has worked as a marketing assistant in the marketing department of retail company for 3 years, during this time she has consistently underperformed, indeed underperformance was an issue from day one for Annabelle when she failed her probationary period.

Taking a proactive approach rather than instantly dismissing Annabelle, her employer provided some coaching.  This initially had a positive effect on her performance but unfortunately in recent months things have begun to slip again, she repeatedly, and frustrating for her manager, makes the same mistakes over and over, does not take guidance well, often has to have tasks explained to her several times and makes consistent inaccuracies in proposals  .

Now a major problem for her employer, Annabelle’s mistakes are costing them money and having a detrimental effect on the marketing team and business as a whole.  Annabelle’s manager is results driven, he feels she has been given an easy ride by the business and undertakes a formal review of her work.

On the flip side, Annabelle feels that she has not been supported by her employer, that she is not being properly managed and that she lacks coherent and consistent guidance.

Annabelle’s manager invites her to a meeting to discuss the on-going issues with her performance and although this meeting is handled in a professional manner, with legitimate concerns raised and examples of underperformance given, Annabelle feels bullied and raises a formal grievance against her manager.

Both sides are now aggrieved – what is the solution?

 

Check out next week’s blog for the solution to this problem.

 

 

Top Tips for Conducting a Successful Appraisal

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Performance appraisals are a fundamental part good performance management.  It is important for the success of your business that your employees feel appreciated and that they are progressing in their careers.   Likewise, it is important that any issues with performance are managed effectively with the aim of eliminating any long term problem.

  1. Always ensure the conversation is free flowing with views expressed by both parties
  2. Ask open and probing questions
  3. Don’t interrupt or inhibit the flow of conversation
  4. Pay attention to non-verbal communication such as body language
  5. Evaluate performance, not personality
  6. Give feedback based on facts not subjective opinion
  7. Positively reinforce the good
  8. In the case of underperformance discuss corrective action
  9. Tailor your approach to each individual
  10. Be prepared to handle negative or defensive reactions
  11. Set specific, measurable, achievable, realistic and timely objectives
  12. Give deadlines/timelines for improvement
  13. Consider potential development opportunities
  14. Empower employees to come up with solutions for themselves
  15. Document each appraisal whilst it is fresh in your mind.

Annual Appraisals

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The success of your business relies on your employees; by getting the best from your team you get the best for your organisation.  Employees need to feel appreciated, supported and that you are invested in helping them progress their careers.   On the flip side, your business can suffer both commercial and reputational damage if issues of underperformance are not managed effectively.

Annual appraisals play a key role in helping to recognise and reward good employees, and identify and coach those whose performance or conduct is falling short of the mark.  If done correctly appraisals will reap rewards – by improving performance you will in turn boost the bottom line of your business.

Preparation, preparation, preparation?  This is without doubt the key to ensuring appraisals are constructive, meaningful and successful.   It is vital to track performance throughout the year; keep a log of any memorable incidents or projects; look back at previous appraisal information/job descriptions to ensure objectives are being met; and gather views from line managers and peers.

A good appraisal is one in which the conversation is free flowing, with range of views expressed by both parties freely and without fear of repercussion.  Evaluations should be based solely on performance, not personality, and the approach must be tailored to the individual.  Feedback should positively reinforce the good or, in the case of underperformance, help the employee understand the impact of their actions/behaviour and what corrective action needs to be taken.

A good appraiser is someone who listens to what the employee is saying, does not interrupt or inhibit the flow of conversation, pays attention to non-verbal communication such as body language, and gives feedback based on fact not subjective opinion.

Well planned and executed appraisals will help you harness the talent and aspirations of every person within your organisation, solve problems and ultimately improve performance.  Are you getting it right?