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Lifestyle > Work > Managing Performance


How do I manage a poor performer?
I have a new employee who has been with us for two months and I don’t think he will be able to pass his probation period successfully which is six months. The thing is he’s a really nice guy, I don’t really want to sack him but I might have no option soon if his work doesn’t improve. Is it my fault and what can I do?

You both need to understand that responsibility and effort is required on both parts for a successful employment relationship. I agree that sometimes you get a feeling that an employee just isn’t going to work out and sometimes it’s easy to say it isn’t working and give them their statutory notice period. I think to begin with we need to know what the repercussions are for all parties involved including the business if it doesn’t work out. For the individual it can be lack of motivation and productivity and damaged self esteem, for the manager it could be the perception or actual belief of not being a good manager and increased workload or productivity issues. The organisation can be affected by the cost of recruitment, the cost of non productivity time of a new employee, the cost of training and of course any uniform or equipment costs. So, what can we do to make it work and not have to incur more costs to the business?
Discussion
Firstly, I would say have a chat with the employee and see what he thinks, how he is feeling about his work, his workload and whether he feels he is being effective and achieving what is required of him. Explain that he is still on his probationary period and continued employment will only be agreed if his work performance and/or conduct reaches an acceptable level. Remember to tell him you want him to succeed but if the business is suffering you will have to consider further options. It could be as simple as he has not been specifically told or doesn’t understand what is required of him on a day to day, weekly or monthly basis.

Consider the following actions:

  • Have a meeting first thing on a Monday morning to discuss the priority areas for the week
  • Have an end of week meeting to discuss achievements and outstanding issues to be carried forward to next week
  • Conduct an interim or mini performance review to discuss and agree a few short term objectives that are realistic and achievable
  • Set a date for a follow-up review on those objectives and where applicable set new ones together
  • Ascertain what he feels he needs to be effective during his probationary period. This could be anything from a development need to tools or equipment.
  • Consider revisiting your induction programme to ensure you have covered everything or that he understands everything.

By doing the above you can demonstrate clearly to the employee and other members of staff that you are being fair and reasonable. If during the end of probation review it is established the performance level has not improved you will have done all you can to manage him and will have the option of terminating his employment by following statutory guidelines.

However, if at the probation review he has reached the acceptable level and you decide to make him a permanent member of the team you have both done well. Not only that but you have saved your business money by not needing to re-recruit, the employee will feel you have put your faith in him and it is likely he will be more productive and committed. You of course will have succeeded by managing your employee's performance and increasing your departmental or business productivity.

Answer supplied by Bravanark, advisers in HR, Management, Health and safety, and accessibility issues. 

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