1. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved “SUPER”visor (Without the Red Cape): Managing Marginal Employee Performance Sharleen Smith Alabama Training Institute ssmith@ati.aum.edu

2. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved Initial Thought For a manager to be perceived as a positive manager, they need a four to one positive to negative contact ratio. Ken Blanchard

3. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved One of the tests of leadership is the ability to recognize a problem before it becomes an emergency. Arnold Glasgow This is a problem!

4. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved Major Causes of Performance Problems forEmployees

5. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved Causes of Performance Problems Lack of Knowledge or Skills o On-the-job training with peer or supervisor o Traditional training courses o Mentoring within the organization Does the employee have the requisite skills, abilities and aptitudes to perform the job? Did the employee have experience in the duty while in past jobs? Has the employee attended an orientation by the agency or supervisor? Has the employee received informal on-the-job training or time to practice? Has the employee received formal or certification training to do the job?

6. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved Expectations or Requirements Have Not Been Adequately Communicated Causes of Performance Problems Does the employee know what is expected of the position? Has the employee been given a performance appraisal plan? Does the employee even know there is a problem? Have you talked to the employee about specifics of the issue(s)? o Conduct “coaching session” o Outline the poor performance o Discuss how the employee will correct the problem o Discuss how you will assist o Provide follow-up

7. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved Does the employee produce the correct results but the manner is unorganized? Does the employee easily complete tasks but not in a timely manner? Does the employee’s office or work area look disorganized or chaotic? Poor Organizational Skills Causes of Performance Problems o Send the employee to training o Help the employee one on one

8. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved Do working conditions support good performance? Does the employee have the necessary tools, equipment and resources? Are there enough human resources to assist? Does the employee have an environment that supports performance? Are there other people who make the work punishing or hostile? Lack of Resources Causes of Performance Problems o Ask the employee o Seek input from other employees in similar positions o Conduct a thorough examination of the environment

9. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved Are the standards unrealistic? Does the process need improvement? Have you conducted a business process audit? Have employees brought ideas to you regarding more efficient ways of working? Have things always been “done this way” and you never stopped to think of a better way? Inefficient Work Flow or Process Causes of Performance Problems o Conduct a work flow analysis o Ask the employee o Ask employees who are in similar positions o Ask employees who were formally in the position

10. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved Is good performance rewarded or punished? Is poor performance rewarded? Is the employee being treated fairly? Does the system support good performance? Insufficient Supervision Causes of Performance Problems o Examine your interactions with the employee o Monitor your daily communications with the employee o Determine whether you treat the employee as you do others o Use personnel systems properly to support performance

11. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved Does the employee have the proper attitude (desire)? Does an issue exist in the employee's personal life that may contribute to poor performance? Is the employee's morale preventing the employee from successfully applying skills and abilities? Lack of Personal Motivation Causes of Performance Problems o Talk to the employee about the specific performance issue o Be straightforward about the consequences of non-performance o Encourage the employee to visit the EAP program o Do not ask if there is a personal issue

12. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved PROBLEM EMPLOYEE I Can'tI Won't I CanI Will Find the negative cause and coach the need. This is the employee’s choice. Use coaching, counseling and discipline system.

13. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved Responsibilities of the Supervisor

14. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved Definitions of Performance: What is the employee to accomplish? At what level is the employee to perform? How will you measure the employee’s performance?

15. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved Meet with the employee Discuss performance problems Ask how the employee will solve the problem Determine how you will assist State the consequences Supervisory Responsibility - Counseling Informal Counseling Session

16. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved State what you observed Wait for a response Remind them of the goal Ask for a specific solution Agree on the solution Two Minute Challenge Supervisory Responsibility - Counseling

17. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved Written Action Plan State the problem Explain how it needs to be corrected Set a time frame for monitoring behavior List any assistance you will provide Set a meeting date for the end of the period Supervisory Responsibility - Counseling

18. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved Effective feedback can... o Direct behavior in a desired direction o Influence how goals are set for improvement o Reinforce good behavior by providing information about what went well so it can be repeated o Clarify expectations for performance o Help identify what needs to be improved and how to improve it o Increase motivation to perform well Supervisory Responsibility - Feedback

19. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved o Help employees know the rules in the organization-- what behavior is accepted and what is not accepted. o Help employees feel like they are in control of outcomes. o Help employees feel they are involved and play a central role in the work of the department. o Help managers understand contingencies affecting employee performance. o Help employees and managers make better choices and decisions. o Help save the organization money. Supervisory Responsibility - Feedback

20. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved Some negative reactions an employee may have to constructive feedback include: o Defensiveness o Anger o Denial o Passiveness o Despair Reactions to Feedback

21. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved o Create a safe environment. Focus on the issues, not the person. o Concentrate on behaviors. o Maintain non-threatening body language. o Use active listening. o Resist the temptation to respond with your own negative emotions. Keep a steady, even tone. Strategies for Responding to Negative Reactions

22. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved o Allow for periods of silence. o Restate your confidence in the employee. o Clearly state what is expected next. o Help employees believe they can change. o Consider a "cooling off" period. o Don't minimize reactions. Strategies for Responding to Negative Reactions

23. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved Legalities Location for documentation ABCs of documentation Objective v. Inferential documentation Supervisory Responsibility - Documentation

24. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved A supervisor needs to…  Understand the difference between a behavior and an inference.  Recognize that good feedback is behavioral rather than inferential.  Focus on behavior, which allows managers to provide feedback that others can use to leverage their strengths, or to improve in areas where they need development. Document Performance Behaviorally

25. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved Our tendency as supervisors is to classify employees and to make judgments about their intent or motivation to perform well. We may describe someone who performs effectively as: “She's a hard worker. She’s a real team player.” or “He's got a great attitude. He's a real asset.” Document Performance Behaviorally

26. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved Or, alternatively, we may describe ineffective performers in the following ways: "His work is sloppy. He doesn't care whether it is accurate or not.“ or "He's lazy and unhelpful." Document Performance Behaviorally

27. Copyright ©, 2010 AUM Alabama Training Institute, All Rights Reserved 27 Final Thought Too many leaders act as if the sheep...their people... are there for the benefit of the shepherd, not that the shepherd has responsibility for the sheep. Ken Blanchard