I have an employee that’s not performing. What can I do?
The reasons for problematic employees are probably as numerous as employees themselves. The first step is always to analyze the factors that may be contributing to the poor performance. Does the employee have life circumstances or issues outside of the workplace that could be contributing to the poor performance? Were they properly onboarded, in a way that led to clear expectations and had the supports necessary for them to perform at a high level? Is the position aligned to their interest and aptitude? Poor employee performance should be managed in a staged and progressive manner. The first step often involves having an exploratory conversation with the employee, a discussion that should first be rooted in both concern for the employee and the impact their performance is having on the workplace. Even in the early stages documentation is of great importance.
The dates, times, people present, points discussed, and any follow up actions should be noted. During that initial conversation it is important to explore whether the employee is even aware that there is a gap between their current performance and where they need to be? Most people don’t go to work trying to do a bad job. Often, a coaching conversation that explores the root causes of performance issues along with a plan that sets out specific actions needed by the employee can be enough to put poor performance in the rearview mirror. Or, perhaps during the exploratory phases it becomes obvious that the employee lacks the training or professional development needed to achieve the results required of the organization. If that is the case, both management and employee may have homework to assess, source, and deliver and receive the skills development lacking in the employee.
If however, coaching sessions prove unfruitful, moving to a progressive discipline process may be warranted. At this point, the unsatisfactory performance begins to be managed in a more formal fashion. This is the stage during which the employer begins to layout to the employee the seriousness of the performance issue. At this point, multiple attempts at coaching should have been unsuccessful. The first stage in any progressive discipline process is what is referred to as a “verbal warning.” This warning takes the form of a private conversation with the employee about the performance issue. The problem is clearly explained, evidence and examples of the poor performance are presented. The employee should be given ample opportunity to provide their perspective, respond and collaborate with their manager in an attempt to correct the issue. Although it is referred to as a verbal warning, documentation and details of the conversation should be retained.
Should issues with performance persist, the second stage of progressive discipline involves a written warning. This second warning, while also delivered verbally, will also be presented in writing to the employee. The written warning will outline the specifics of the performance issue, the expectations for improvement and most importantly, the consequences for the employee should they not take steps to address the issue or issues. Typically, as a means of acknowledging receipt of the written warning, the employee would be expected to sign the document as presented. Following that, a copy would be placed in the employees file. At this point in the progressive discipline process a performance improvement plan (PIP) can be developed with the employee. Such plans typically set specific goals expectations and a timeline for achievement. They will often also establish a cadence for check ins between the employee and the manager.
Should performance improvement not occur after the written warning a final written warning will be issued to the employee. The final written warning should reference the initial written warning, again emphasizing the seriousness of the situation. However, the final written warning clearly states that failure to improve may result in termination. As was done with the first written warning, the final written warning should be delivered in writing to the employee with an expectation of signature and a copy of the document retained in the employees file.
Unfortunately, for many reasons this may still not be enough to improve performance and termination of the employment arrangement may be the only option. This should not be a decision made lightly and only as a last resort. It should only occur after moving through the previously described progressive discipline steps. It should be accompanied by thorough documentation. Terminations require very careful handling and most organizations can benefit from experienced HR professionals in such instances.
At resolveHR, we have helped numerous organizations handle employee performance issues, regardless of the stage. Reach out to us–we can help you navigate these issues, put your mind at ease and get your employee back on track.