Solutions to Performance
Management Challenges
Directly dealing with issues key to improving relationships with employees
By Dawn Hillrud and Leah Knibbs, Knibbs/associates Sourcing People and Knibbs/associates HR Consulting
As discussed in last issue’s article,
the four “Fs” ( frequency,
fodder, feedback and follow-
up) are what you need to know 90 per cent
of the time for performance management
(PM). Critical conversations, training, discipline
and termination address the remaining
10 per cent.
Critical conversations
Talking to employees about poor performance/
engaging in critical conversations
(CC) can be tough. We’re often afraid that
these conversations can result in a negative
reaction or cause a display of emotion, so we
avoid them. Don’t. As the employee’s manager,
it’s your job to deal with performance
problems promptly and professionally.
CCs are high-stake discussions. In performance
management, employment and
people relationships are at stake during
CCs. These conversations are respectful,
calm and about the behaviour, not the
person. For example, telling the employee
they have a poor attitude is a bad idea (and
they may tell you what they think of your
opinion). Attitude is about the person.
Discuss the behaviour, state facts, such
as: two out of five days this week you were
late, you overfilled the diesel tank because
you were texting and you never properly
reassembled the transmission on your last
rebuild job.
Once you’ve identified the poor performance
(the behaviour), make sure the employee
knows the expectation. Expectations
should be specific: parking your truck in
the parking lot at 8:00 a.m. is not starting
work at 8:00 a.m.; starting work at 8:00
a.m. means that you’re ready to work, your
tools are ready, you have your coveralls on
and your morning smoke finished. Identify
HR DEPARTMENT
what needs to be changed. Then, work towards
a collaborative solution.
A well-executed CC will strengthen your
relationship with your employee. If you
have engaged in consistent performance
management, been clear about the expectations
and provided feedback all along,
this CC should not be a surprise to the
employee.
CCs help determine if the poor performance
is a result of non-culpable or culpable
behaviour – I would if I could, or I
can but won’t. Sometimes there is a third
category, temporary-culpable (I can but I
didn’t because I didn’t think you noticed or
cared). If the poor performance is a result
of non-culpable (I would if I could) behaviour,
training or mentoring/support may
be a solution. If the behaviour is culpable (I
can but won’t), then discipline or termination
may be required.
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