Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved “SUPER”visor (Without the...

Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved

“SUPER”visor(Without the Red Cape):

Managing Marginal Employee Performance

Sharleen SmithAlabama Training Institute

[email protected]


Initial Thought

For a manager to be perceived as a positive manager,

they need a four to one positive to negative contact ratio.

Ken Blanchard


One of the tests of leadership is the ability

to recognize a problem before

it becomes an emergency.Arnold Glasgow

This is a problem!


Major Causes of

Performance Problems for

Employees


Causes of Performance Problems

Lack of Knowledge or Skills

o On-the-job training with peer or supervisoro Traditional training courseso Mentoring within the organization

• Does the employee have the requisite skills, abilities and aptitudes to perform the job?• Did the employee have experience in the duty while in past jobs?• Has the employee attended an orientation by the agency or

supervisor?• Has the employee received informal on-the-job training or time to

practice?• Has the employee received formal or certification training to do the

job?


Expectations or Requirements Have Not Been Adequately Communicated


• Does the employee know what is expected of the position?• Has the employee been given a performance appraisal plan?• Does the employee even know there is a problem?• Have you talked to the employee about specifics of the issue(s)?

o Conduct “coaching session”o Outline the poor performance o Discuss how the employee will correct the problemo Discuss how you will assisto Provide follow-up


• Does the employee produce the correct results but the manner is unorganized?• Does the employee easily complete tasks but not in a timely

manner?• Does the employee’s office or work area look disorganized or

chaotic?

Poor Organizational Skills


o Send the employee to trainingo Help the employee one on one


• Do working conditions support good performance?• Does the employee have the necessary tools, equipment and

resources?• Are there enough human resources to assist?• Does the employee have an environment that supports

performance?• Are there other people who make the work punishing or hostile?

Lack of Resources


o Ask the employeeo Seek input from other employees in similar positionso Conduct a thorough examination of the environment


• Are the standards unrealistic?• Does the process need improvement?• Have you conducted a business process audit?• Have employees brought ideas to you regarding more efficient

ways of working?• Have things always been “done this way” and you never stopped to

think of a better way?

Inefficient Work Flow or Process


o Conduct a work flow analysiso Ask the employeeo Ask employees who are in similar positionso Ask employees who were formally in the position


• Is good performance rewarded or punished?• Is poor performance rewarded?• Is the employee being treated fairly?• Does the system support good performance?

Insufficient Supervision


o Examine your interactions with the employeeo Monitor your daily communications with the employeeo Determine whether you treat the employee as you do otherso Use personnel systems properly to support performance


• Does the employee have the proper attitude (desire)?• Does an issue exist in the employee's personal life that may

contribute to poor performance?• Is the employee's morale preventing the employee from

successfully applying skills and abilities?

Lack of Personal Motivation


o Talk to the employee about the specific performance issueo Be straightforward about the consequences of non-performanceo Encourage the employee to visit the EAP programo Do not ask if there is a personal issue


PROBLEM EMPLOYEE

I Can't I Won't

I Can I Will

Find the negative causeand

coach the need.

This is the employee’s choice.

Use coaching, counseling and

discipline system.


Responsibilities of the

Supervisor


Definitions of Performance:

• What is the employee to accomplish?• At what level is the employee to perform?• How will you measure the employee’s performance?


• Meet with the employee • Discuss performance problems• Ask how the employee will solve the problem• Determine how you will assist• State the consequences

Supervisory Responsibility - Counseling

Informal Counseling Session


• State what you observed• Wait for a response• Remind them of the goal• Ask for a specific solution• Agree on the solution

Two Minute Challenge



Written Action Plan• State the problem• Explain how it needs to be corrected• Set a time frame for monitoring behavior• List any assistance you will provide• Set a meeting date for the end of the period



Effective feedback can...o Direct behavior in a desired directiono Influence how goals are set for improvemento Reinforce good behavior by providing information

about what went well so it can be repeatedo Clarify expectations for performanceo Help identify what needs to be improved and how

to improve ito Increase motivation to perform well

Supervisory Responsibility - Feedback


o Help employees know the rules in the organization--what behavior is accepted and what is not accepted.

o Help employees feel like they are in control of outcomes.

o Help employees feel they are involved and play a central role in the work of the department.

o Help managers understand contingencies affecting employee performance.

o Help employees and managers make better choices and decisions.

o Help save the organization money.

Supervisory Responsibility - Feedback


Some negative reactions an employee may have to constructive feedback include:

o Defensivenesso Angero Denialo Passivenesso Despair

Reactions to Feedback


o Create a safe environment. Focus on the issues, not the person.

o Concentrate on behaviors.o Maintain non-threatening body language.o Use active listening.o Resist the temptation to respond with your own negative

emotions. Keep a steady, even tone.

Strategies for Responding to

Negative Reactions


o Allow for periods of silence.o Restate your confidence in the employee.o Clearly state what is expected next. o Help employees believe they can change.o Consider a "cooling off" period.o Don't minimize reactions.

Strategies for Responding to

Negative Reactions


• Legalities• Location for documentation• ABCs of documentation• Objective v. Inferential documentation

Supervisory Responsibility - Documentation


A supervisor needs to…Understand the difference between a behavior and an

inference. Recognize that good feedback is behavioral rather than

inferential. Focus on behavior, which allows managers to provide

feedback that others can use to leverage their strengths, or to improve in areas where they need development.

Document Performance Behaviorally


Our tendency as supervisors is to classify employees and to make judgments about their intent or motivation to perform well.

We may describe someone who performs effectively as:

“She's a hard worker. She’s a real team player.”or

“He's got a great attitude. He's a real asset.”


WRONGInstead

“state the good behavior.”


Or, alternatively, we may describe ineffective performers in the following ways:

"His work is sloppy. He doesn't care whether it is accurate or not.“

or"He's lazy and unhelpful."


WRONGInstead

“state the poor behavior.”

Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved 27

Final Thought

Too many leaders act as if the sheep...their people...

are there for the benefit of the shepherd, not that the shepherd

has responsibility for the sheep. Ken Blanchard

Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved “SUPER”visor (Without the...

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