How to Handle Poor Performance: Five critical questions to determine the root cause
Written by Beth Williams
Poor performance presents an opportunity! Managers should view it as an open door to dialogue with their direct reports. The opportunity is for both the manager and the employee to better understand how best to support each other and succeed in their roles. The manager’s job is not to react first, but to diagnose well.
So, how do we approach the poor performance of an employee? We seek to understand the root cause of the performance issue and address it head-on. As you seek to understand poor performance, ask these five critical questions:
Practically speaking, let’s dive in.
Question #1. Are there misunderstood expectations?
Miscommunication happens way too frequently. Poor performance can often be a symptom of unclear performance targets or objectives. Address any misconceptions by clearly communicating all expectations and then asking the employee to explain their understanding of the expectations.
If there is a misunderstanding, the manager should explain again what is required verbally and in writing to ensure the employee understands fully. This can be a great time to update a job description, if necessary.
If “no,” move to the next question.
Question #2. Are there “mechanical” issues?
A mechanical issue is a problem that the employee does not have control over, such as a tool, a piece of equipment, or software that is either faulty or ill-suited for the task. If mechanical issues are discovered, the manager should take responsibility for fixing the issue so the employee is adequately resourced for success.
If “no,” move to the next question.
Question #3. Are there “personal” issues at play?
A personal issue could be any problem related to life outside of the office. It could also be an ongoing issue with another employee, a customer, or a manager. If the problem is outside the office and the employee is open to sharing information, the manager could work with the individual to identify what it is and potentially devise a plan to help them. If the problem is coming from within the organization, the manager needs to address the nature of the conflict through the appropriate channels, if possible. During this process, acting quickly and deliberately, while listening to all sides of the story, is essential. Using the information collected, determine the underlying issue and work with all parties to find a solution.
An Employee Assistance Program can offer confidential help to employees and families and is usually part of an enhanced benefit plan already in place. These resources, that are initially free, can provide expertise in the form of counseling, financial, legal and emotional expertise to help the employee. Speak with your HR partner to understand if this is an option.
If “no,” move to the next question.
Question #4. Is additional training needed?
If poor performance is trainable, focus on determining the resources they need to do the job. Ask the employee what they think they need to improve and listen to why they are frustrated. Verify their claims with your own investigation to determine what training will help them be successful. Remember that training to support job performance is helpful only when the issue is a skill or knowledge concern. Training is not the answer to every situation.
If “no,” move to the next question.
Question #5. Is poor management to blame?
Remember, each employee is an individual and must be managed case by case. If how you are working with this employee does not help them be their best, focus on getting to know them better and schedule one-on-one time with them on an ongoing basis. A coffee date, lunch, or even a walk outside can all be great ways to build that relationship. Understand what motivates them and create an environment that promotes engagement. Asking the employee for their ideas on how to improve the work environment, the job, or the overall culture of the organization can often instill the necessary sense of ownership for optimal performance.
If the answer to all of these questions was “no,” it is possible that the employee does not have the talent needed for success in their current position. It may mean looking within your organization for a better talent match. If a better job does not exist for the employee, you may need to sever the employment relationship. While this outcome is not ideal, both parties will be better served in the long run.
The five questions listed here are important to ask and help to outline a plan that meets the needs of poor performance. When asking these questions, be thorough and approach the conversation with an open mind. Good management is less about reacting to performance and more about understanding its cause. Poor performance can be an opportunity to reconnect and recalibrate.
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Warren Whitney’s HR team works with business leaders to strategically evaluate your best path forward. Our work includes strategic direction, in-depth compensation and benefits analysis, organizational structure and planning, as well as performance management. If you have any questions or seek further clarification, please call us at 804.282.9566 or email Kyle Ficker at kficker@warrenwhitney.com. We do not charge for the initial call. We want to learn more about your business needs.
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