1. Set clear and realistic expectations
Underperformance is often a symptom of the individual not being the right fit
for the role or not being supported sufficiently to do their job well. This will
often lead to job dissatisfaction and work-related stress/pressure. If
individuals have:
· poor workplace training
· work not as described in the job description
· work that doesn’t challenge the individual
· unmet expectations
Then it’s going to be difficult to motivate them, or for them to do well
initially in the role.
Regular meetings, setting of objectives and delivering on your promises will
significantly help improve underperformance.
2. Provide training and development opportunities
Offering training opportunities which are tailored to the individual need: coaching,
online courses, mentoring, on-the-job coaching etc can significantly improve
the competency of the individual in their role. Management should create a learning
culture, where employees are encouraged to seek out learning opportunities and set
their own goals and management supports their personal and professional development.
This will improve their motivation and their feeling of being valued, and they will
be more engaged with their employer.
3. Recognise and reward good performance. Setting objectives,
monitoring performance and giving feedback is one method of keeping individuals
motivated. However, some employees will thrive off recognition and reward.
Showing appreciation for employees’ efforts, with thank you notes, words of praise
and encouragement, certificates, kudos mentions, extra pay, additional days of holiday,
and gift vouchers can all work really with motivating employees. Effective recognition
and reward strategies will create a positive culture which fosters improvement
and success with its employees.
4. Address underperformance promptly and constructively
Addressing cases of underperformance with your employees is essential and will help
you to achieving a positive workplace and success for the organisation. Issues of
underperformance should always be addressed swiftly giving you chance to get to
the bottom of the issue before it becomes a real problem and cause further underperformance.
Addressing issues should be done in a sensitive way, but very constructively,
giving the individual the opportunity to understand the problem and discussing
how things can change, whilst giving the manager the chance to show support and
develop an action plan. During the meeting, try and avoid criticising and
blaming the individual and look at ways of converting the issues into positive feedback
and solutions.
5. Involve your employees in performance management
Involving employees in the performance management process will make
employees feel valued. By soliciting their input and feedback on their goals, expectations, and performance will empower them.
If you’re finding it difficult to engage your people, or want to address particular performance issues get in contact: Enquiry Form – Sustainable & Ethical HR Consultancy – Specialised HR.