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Managing the Marginal Performer
From Legal Network News
We all have them at one time or another, even if we hate to admit it. (Of course, if every employee performed at 100%, think what that would do to our compensation structures!) Now, it's no mystery as to what must be done with non-performers. We must get rid of them -- keeping them on the payroll would put us in the same category as a non-performer! But, first, let's look at how we, as managers, can improve the marginal group of people by starting at the beginning.
1) As new employees, do these people know what we expect them to do? After putting in numerous hours finding the right person to make the right match, we sometimes abandon the follow-up assuming that this new employee knows what to do and how to do it. Instead, however, our follow-up needs to include:
a) Giving our new employee a clear definition of what is to be accomplished and how our firm or department defines accomplishments. (If all else fails-use the job description.)
b) Schedule a follow-up meeting within one week (no more) to revisit and reemphasize the job requirements and an evaluation as to whether they are meeting them. (At this point, future employee complaints can be reduced by 80%-90% just by opening up communication channels.)
2) During orientation, are we making our organization's philosophy and culture clear? (Another good question would be -- do we have a clear philosophy or culture in our organizations? If not, we cannot blame the new employee for not knowing it!)
3) Do we conduct regular and meaningful performance evaluations? Evaluations must contain objective and measurable criteria. Included, at a minimum, should be quality of work (error rate or redo's), dependability (can you count of them?), initiative (this should improve with experience level), work production, comprehension and organizational skills.
4) Finally, but certainly not the least in importance, did we get all the proper information from the employee to correctly match-up experience level and personality. If not, here are three suggestions for keeping "attitude" in mind (or, said differently, how to avoid hiring individuals with "bad attitudes.")
a) In the interview, create an informal, relaxed atmosphere. This will enhance the chances that the applicant's true personality will be revealed. (Watch the body language!)
b) Probe an applicant's feelings about past supervisors, co-workers and companies. Note: Always remain nonjudgmental in reaction to the applicant.
c) Be careful not to create unrealistic expectations in the mind of the applicant; otherwise, the applicant will be providing information biased to meet perceived expectations.
The best way to avoid having a chronic marginal performer is not to hire him or her in the first place. Don't overlook this advice because it seems so simple! During the period of training and indoctrination, stress the importance of initiative, cooperation and a positive attitude. Hopefully this will reduce the frequency of dealing with the "marginal performer." There can never be a total guarantee but it will contribute in making the possibilities fewer.
Trends are showing that many managers are going the "temp to hire" route. This is a perfect way to evaluate the match, the attitude, the skill and production level without incurring the traditional employees' liabilities.