Problem Performance Management: A Practical Guide
by Sorin Dumitrascu
Do you have problem performers in your workplace? Do some of your staff members fail to deliver, or consistently arrive at work late? And whose fault is that? Do you blame them, or do you blame yourself?
Every organization has some problem performers, but these problems can be avoided. It's an uncomfortable lesson to learn, but an organization only has itself to blame when it has to play catch-up on problem performance.
When problem performance is accepted as a normal part of the organization's existence, then a golden opportunity has been missed.
So how do you prevent problem performance?
The recipe is plain and simple:
•Choose the right people--even if your new hires do not perform well, at least you know that they have the ability.
•Tell your employees exactly what you want them to do. If you haven't explained your standards of performance to your employees, then they will never meet your expectations.
•Tell your employees how they're doing. If you fail to give your employees feedback, eventually performance standards will drop.
Preventing poor performance isn't complicated. This course will teach you step-by-step prevention of problem performance in your organization.
Problem performance comes from problem performers, and they are easy to spot. They are the ones you are having problems with. That sounds easy, but this truism hides the real complexity of identifying problem performance.
This course will help you to distinguish between conduct and performance. Your response to one should be different from your response to the other. You might believe that good performance is a function of character. If so, what are the most significant attributes to look for?
And you might believe that excellent performance is developed by competition. This course will guide you through the controversial issue of forced rankings as a means of managing performance.
To manage problem performance, you will need to identify its causes to find relevant solutions. The causes may lie in the attitudes of workers, or their ability to perform. But you need to remember that your employees work in a context, and that sometimes the working system hinders good performance. This course will provide you with the information necessary to analyze the causes of problem performance in your organization.
In addition, you must be able to quantify levels of performance. You can't tell employees that they are not performing well, and then expect them to improve without quantifying and detailing that information. The last lesson in this course describes how to measure performance.
This course will enable you to identify problem performance. You will then be ready to tackle performance improvement.
Turning problem performance into good performance is probably the most important element of all performance management systems.
Before you can help an employee to improve her performance, you have to tell her that she has a problem. This, of course, sounds easy. But often the first step is the hardest. This course will guide you through the right way to begin.
Many managers think that their job is then finished--it's up to the worker to improve. They're wrong! This course will help you to create effective improvement plans, and to know when to use external agencies for support.
Every organization has some problem performers, but these problems can be avoided. It's an uncomfortable lesson to learn, but an organization only has itself to blame when it has to play catch-up on problem performance.
When problem performance is accepted as a normal part of the organization's existence, then a golden opportunity has been missed.
So how do you prevent problem performance?
The recipe is plain and simple:
•Choose the right people--even if your new hires do not perform well, at least you know that they have the ability.
•Tell your employees exactly what you want them to do. If you haven't explained your standards of performance to your employees, then they will never meet your expectations.
•Tell your employees how they're doing. If you fail to give your employees feedback, eventually performance standards will drop.
Preventing poor performance isn't complicated. This course will teach you step-by-step prevention of problem performance in your organization.
Problem performance comes from problem performers, and they are easy to spot. They are the ones you are having problems with. That sounds easy, but this truism hides the real complexity of identifying problem performance.
This course will help you to distinguish between conduct and performance. Your response to one should be different from your response to the other. You might believe that good performance is a function of character. If so, what are the most significant attributes to look for?
And you might believe that excellent performance is developed by competition. This course will guide you through the controversial issue of forced rankings as a means of managing performance.
To manage problem performance, you will need to identify its causes to find relevant solutions. The causes may lie in the attitudes of workers, or their ability to perform. But you need to remember that your employees work in a context, and that sometimes the working system hinders good performance. This course will provide you with the information necessary to analyze the causes of problem performance in your organization.
In addition, you must be able to quantify levels of performance. You can't tell employees that they are not performing well, and then expect them to improve without quantifying and detailing that information. The last lesson in this course describes how to measure performance.
This course will enable you to identify problem performance. You will then be ready to tackle performance improvement.
Turning problem performance into good performance is probably the most important element of all performance management systems.
Before you can help an employee to improve her performance, you have to tell her that she has a problem. This, of course, sounds easy. But often the first step is the hardest. This course will guide you through the right way to begin.
Many managers think that their job is then finished--it's up to the worker to improve. They're wrong! This course will help you to create effective improvement plans, and to know when to use external agencies for support.
