Manage people performance RAF1 Managing poor performance Manage People Performance.

Manage people performance RAF 1

Managing poor performance

Manage People Performance

Signs of poor performance

Absenteeism On the job absenteeism Reporting to work problems Difficulty in concentration Lowered job efficiency Poor relationships with “people at work” Failure to observe org’n regs, policies,

procedures

Possible causes 85% Poor training or

experience Tools, equipment or

materials Cumbersome

procedures/ systems Unclear or unspecified

standards Poor performance is as

rewarding as good

Lack of information Lack of time Poor job placement Performance standards

not understood Poor team work or

disharmony in the team

Possible causes 15%

Personal problems Acts of God Poor motivation or

morale

Possible solutions Employee doesn’t

know what is expected Employee doesn’t

know to do what is expected

Employee is out of practice

Employee doesn’t get feedback about level and actual quality

cont

Expected performance is difficult or punishing and in some way less desirable

Something in the work environment interferes with performance

Performing below expectations is more rewarding or easier

Pathway to good performance

What to - having clear , worthwhile targets How to- being competent Want to -being motivated Chance to-Being able to achieve

Giving feedback

Give examples of the following types of feedback

Positive Negative Constructive None at all

Giving feedback

Keep it factual and non personal Describe the behaviour and its effects

objectively Be considerate Make it actionable Keep away from hearsay Make it timely Offer it frequently

What’s good for the goose…is good for the ganderWhen receiving feedback Don’t argue –listen Check you have understood Don’t explain , defend, justify Thank the speaker for bringing it to your

attention Take it on board Make any necessary changes

When dealing with unsatisfactory performance consider

awards regulations specific industrial relations legislation EEO and Anti discrimination Workers comp Workplace agreements/ employment contracts Requirement of systematic management of poor

performance Failure to act makes things more complex and

painful

Manage unsatisfactory performance

to improve it terminate it (or regress, demote, formally

reprimand, closer monitoring, reduce benefits)

Failure to act

Reduced productivity Reduced morale of staff and less respect for supervisor Safety issues Increased stress Waste of funds Staff soon learn that nothing happens and poor

performance is the norm Still have to go through the motions when the issue

becomes urgent Evidence of continual incidents of poor performance is

undocumented

Look at fig 9.1 Tovey unsatisfactory performance management flow chart

10 steps to..

developing a performance improvement plan.

Note not all performance problems are the employee’s fault

Step1- identify the gaps and needs Performance gaps identified Areas for performance identified Expected benefits of imp performance Specific out come of improved performance Improvements required New challenges for the work unit

Step 2-specific causes and skills needed All evidence reviewed Specific causes idnetified New skills and knowledge identified New resources required

Step 3 Categorise the needs

Development needs Non-development needs

Step 4 Linking specific needs to outputs Outputs linked to development needs Outputs linked to non-development needs

Step 5 – prioritise needs

Cost solution Development needs- greatest opportunity

for improvement Non-Development needs- greatest

opportunity for improvement

Step 6 – select strategies

Strategies for development needs (on and off the job)

Strategies for non- development needs ( discussion with other managers. Feedback required. Other actions)

Step 7 Identify resources required to meet needs Money Time People Materials and physical resources

Step 8- develop performance improvement plan

Aim Development objectives Strategies Resources Responsibilities Action plans Monitoring progress

Step 9- implement the plan

specific milestones expected completion dates diarised copies for staff member and manager immediate commencement

Step 10- monitoring

Monitor in conjunction with performance objectives

Design evidence collection process