Managing the difficult, non-performing employee A Leadership Strategy Chuck Olsson Chief Human Resources Officer First United Bank & Trust

Question: Why do we retain our marginal employees? Why are coaching and disciplinary actions often ineffective for improving non-performing employee performance?

Two talent management approaches: Managing Non-performers (typically ineffective) -Verbal discussion -Written warning -Probation -Termination

Two talent management approaches: Leading Non-performers (potentially effective) -Change the conversation -Discovery of needs -Gaining consensus -Self select, change position or resignation

Two talent management approaches: Both options are available to managers. Provide the employee a choice.

Stages of the non-performer Candidates for change discussions: Marginal performance (inconsistent) Limited skills and abilities (diagnosed) Difficulty adapting & accepting change (behaviors) Low-energy (quit & stay) Impacting moral & work of others (toxic)

Starting point: Talent Management Plan Completing an annual Talent Assessment: Planning discussion w/ Senior Manager Assessing competencies & contributions Identify high, mid-level, low performers Create a management action plan (goal)

Starting point: building Trust to lead change Assess current levels of trust. Effectiveness of any change strategy directly relates to levels of trust. “How much trust have a built within my staff?” “ How much trust does my staff have with the company?”

Employee self-selection discussions High trust is required. Timing is very important. Consensus achieved; results good for all. Human Resources should be leveraged in planning and supporting a manager and employee through the process.

Employee self-selection discussions Objective is to “lead” the employee to make own observations and conclusions: Using empathic listening techniques. Asking probing questions. Slow discovery process. Providing tangible feedback to validate.

Employee self-selection discussions Achieving mutual agreement for change 1st Meeting – Change the conversation: “It’s not working out; we need to make a change.” “How satisfied are you; how does receiving feedback (negative) make you feel?” “ Are you frustrated? You don’t seem happy?”

Employee self-selection discussions Achieving mutual agreement for change 2nd Meeting – Discovery of Needs: “What’s important to you in your work?” “What goals are you working toward?” “How can your talents be better put to use?”

Employee self-selection discussions Achieving mutual agreement for change 3rd Meeting – Gaining Consensus: “How can making a change be better for you?” “How can we help you make a change, what resources do you need?” “What is holding you back from moving forward?”

Starting Point: Change your performance management system objectives Design around needs of high performing employees: Consistently self assess/self correct. Seek feedback & self-improve. Require managers who provide continual feedback, direction & resources, growth & development.

Employee-Lead Performance Reviews To facilitate an effective review of annual performance, the manager and employee have a shared responsibility in completing the review. Marginal performing employees will struggle with this type of system and can lead to change conversations.

Employee-Lead Performance Reviews Employee Role: Completes a full self-assessment. Outlining strengths/areas of focus for better results. Define resources/development steps needed for growth. Employees “own” their performance management process.

Employee-Lead Performance Reviews Manager Role: Feedback on results & behaviors. Reviewing capabilities vs goals. Structure development plans. Managers “lead” employees through a performance management process.

Benefits of Leading non-performers to self-select Employee decision; taking personal accountability, having control, win-win. Leaders reputation; firm/fair, proactive, empathetic, staff appreciation. Minimum impact to staff; employees can be supportive of coworker, open & honest interaction. Helping vs damaging the employee. Avoids negative external reputation issues. Lower employment risk.

Benefits of Leading non-performers to self-select Ending an persons employment and work relationship is one of the most difficult decisions and actions a manager will make. Leading an employee to make a change, done with dignity and respect; can lead to a moment where both people say to each other…. “Thank you”

Thank you Chuck Olsson colsson@mybank.com (301) 533-2228