Underperforming Employees in the Workplace

Delivering difficult employee feedback is often an uncomfortable and sometimes challenging task for any supervisor. However, two-way communication with an employee regarding their performance opportunities and challenges is not only a critical step in the Progressive Disciplinary Process, it is essential to the employee’s ability to succeed.

When preparing for an employee performance conversation, utilizing a structured coaching model may prove beneficial.

• Preparing for the Conversation

Prepare yourself by gathering information about the employee’s performance. Determine skill gaps and potential opportunities. Identify potential areas of agreement and disagreement prior to the meeting, and consider how the employee may respond to your feedback.

Prepare the employee by explaining the purpose of the conversation and the desired outcomes.

Select a location and time where you both feel comfortable having the conversation, preferably in a private, neutral setting.

• Focus on the purpose

Review the main purpose and focus of the conversation – why are you having it with the employee?

State the desired outcomes of the conversation, including what the employee needs to accomplish and how you will help them achieve these objectives.

Explain that the conversation is two-sided. Let the employee know that you would like to hear their perspective, that you will share yours, and then together, you will determine appropriate solutions.

• Share Observations

Ask the associate to share their self-assessment of their performance and relevant knowledge, skills and abilities.

Listen carefully. Display open body language and a willingness to listen to what may be a different perspective.

Ask questions to clarify your understanding of the associate’s feedback.

Give your perspective on the employee’s behavior or performance issues.

Focus on observed behaviors and desired outcomes.

• Conducting the Conversation

First, begin with the areas of agreement. Then focus on areas of disagreement and continue to encourage open communication to assist you both in understanding the differences in perspectives

• Administer a Performance Improvement Plan

Discuss the specifics of the Performance Improvement Plan, objectives and goals, timeframes, resources required and how feedback will be communicated.

Ask the employee to summarize the main points of the conversation to ensure understanding and commitment.

Recognize the employee, their contributions, and how valuable they are to the Company.
Express confidence in their ability to success and offer continued coaching and support.

• Check Performance Progress

Schedule time to review progress of the Performance Improvement Plan, ideally every thirty days.

Recognize successes and milestones made along the way.

Give your perspective on the employee’s behavior or performance issues.

Focus on observed behaviors and desired outcomes.

Ultimately, leveraging the abilities of your workforce and building high performance work-teams is a key to the financial success and viability of any organization. “Drawing on extensive empirical research, an irrefutable business case can be made that the culture and capabilities of an organization – derived from the way it manages employees – are the real and enduring sources of the competitive advantage.”