Manage people performance RAF1 Managing poor performance Manage People Performance

Signs of poor performance  Absenteeism  On the job absenteeism  Reporting to work problems  Difficulty in concentration  Lowered job efficiency  Poor relationships with “people at work”  Failure to observe org’n regs, policies, procedures

Possible causes 85%  Poor training or experience  Tools, equipment or materials  Cumbersome procedures/ systems  Unclear or unspecified standards  Poor performance is as rewarding as good  Lack of information  Lack of time  Poor job placement  Performance standards not understood  Poor team work or disharmony in the team

Possible causes 15%  Personal problems  Acts of God  Poor motivation or morale

Possible solutions  Employee doesn’t know what is expected  Employee doesn’t know to do what is expected  Employee is out of practice  Employee doesn’t get feedback about level and actual quality

cont  Expected performance is difficult or punishing and in some way less desirable  Something in the work environment interferes with performance  Performing below expectations is more rewarding or easier

Pathway to good performance  What to - having clear, worthwhile targets  How to- being competent  Want to -being motivated  Chance to-Being able to achieve

Giving feedback Give examples of the following types of feedback  Positive  Negative  Constructive  None at all

Giving feedback  Keep it factual and non personal  Describe the behaviour and its effects objectively  Be considerate  Make it actionable  Keep away from hearsay  Make it timely  Offer it frequently

What’s good for the goose…is good for the gander When receiving feedback  Don’t argue –listen  Check you have understood  Don’t explain, defend, justify  Thank the speaker for bringing it to your attention  Take it on board  Make any necessary changes

When dealing with unsatisfactory performance consider  awards  regulations  specific industrial relations legislation  EEO and Anti discrimination  Workers comp  Workplace agreements/ employment contracts  Requirement of systematic management of poor performance  Failure to act makes things more complex and painful

Manage unsatisfactory performance  to improve it  terminate it (or regress, demote, formally reprimand, closer monitoring, reduce benefits)

Failure to act  Reduced productivity  Reduced morale of staff and less respect for supervisor  Safety issues  Increased stress  Waste of funds  Staff soon learn that nothing happens and poor performance is the norm  Still have to go through the motions when the issue becomes urgent  Evidence of continual incidents of poor performance is undocumented

 Look at fig 9.1 Tovey unsatisfactory performance management flow chart

10 steps to..  developing a performance improvement plan.  Note not all performance problems are the employee’s fault

Step1- identify the gaps and needs  Performance gaps identified  Areas for performance identified  Expected benefits of imp performance  Specific out come of improved performance  Improvements required  New challenges for the work unit

Step 2-specific causes and skills needed  All evidence reviewed  Specific causes idnetified  New skills and knowledge identified  New resources required

Step 3 Categorise the needs  Development needs  Non-development needs

Step 4 Linking specific needs to outputs  Outputs linked to development needs  Outputs linked to non-development needs

Step 5 – prioritise needs  Cost solution  Development needs- greatest opportunity for improvement  Non-Development needs- greatest opportunity for improvement

Step 6 – select strategies  Strategies for development needs (on and off the job)  Strategies for non- development needs ( discussion with other managers. Feedback required. Other actions)

Step 7 Identify resources required to meet needs  Money  Time  People  Materials and physical resources

Step 8- develop performance improvement plan  Aim  Development objectives  Strategies  Resources  Responsibilities  Action plans  Monitoring progress

Step 9- implement the plan  specific milestones  expected completion dates diarised  copies for staff member and manager  immediate commencement

Step 10- monitoring  Monitor in conjunction with performance objectives  Design evidence collection process