There is a statement that says: “Our most valuable asset is our people”.
We need to rethink that statement, and consider if instead it should be “Our most valuable asset is our quality, performing people.”
Sound performance management practices enable us to have high quality staff who are performing effectively.
New managers avoid having performance discussions, due to:
- Lack of time
- Lack skills/confidence
- A desire to be liked
- Adopting the attitude – “If it ain’t broke, don’t fix it”
- They are concerned if it’s not handled well it could create legal implications
Avoidance of the process has many negative consequences for the manager, employee and the organisation. Some of them are:
- Allowing issues to escalate may cause the issue to become too big to manage at a later time
- It is perceived by others that the organisation is tolerating poor performance
- It may affect other employees within the team
- It may affect productivity
- The employee suffers
- It can become a cost to business
It is highly beneficial to conduct performance discussions, some of the outcomes may be:
- Improved performance of the staff member
- Improved operational results
- A more harmonious work team
- Management credibility
- Improved company results
- Reduced staff turnover
- Greater employee satisfaction
HHR’s top 5 tips to managing poor performance:
- Set clear expectations – Goals (with SMART objectives – Specific – Measurable – Achievable – Relevant – Timeframe)
- Provide regular (daily/weekly) feedback on performance against goals
- Identify and provide additional training and support where required
- Put your discussions and expectations in writing
- Don’t procrastinate – if performance is not improving after steps 1-4 you will need to start a formal disciplinary process
For advice on how to manage poor performance or any other HR Consulting advice please contact Harrison Human Resources on 1300 001 447.
Article written by: Ramona Zahner, Human Resources Consultant with Harrison Human Resources.
Claire Harrison is the Founder and Managing Director of Harrisons, a flourishing HR consulting business that sprouted in 2009 from Claire’s passionate belief that inspiring leaders and superstar employees are the key success factor to any business. With over 20 years’ experience, Claire has worked as a HR Director of multi-national organisations, as a Non-Executive Board Director, and a small business owner. Claire’s corporate career includes working with companies such as BHP, Westpac, Fonterra and Mayne Nickless.
