Employees Not Measuring Up? Do’s and Don’ts of Improving Performance.

Set expectations, communicate clearly and meet regularly to improve productivity in your workplace.

Employees Not Measuring Up? Do’s and Don’ts of Improving Performance.

Have you ever dreaded having a conversation with an employee who wasn’t meeting performance expectations? Maybe you avoided it, hoping it would improve on its own? If so, you are not alone. 

Most managers would agree that one of their least favorite tasks is talking to an employee about poor performance. When performance conversations are ignored, success is left up to interpretation. This can only result in conflict because everyone has different perceptions. 

When an employee’s failures can no longer be avoided, too many managers say in frustration, “They should have known!” And the good-intentioned employee who thinks they are knocking it out of the park is shocked when they finally find out they are barely getting by. 

DON’T IGNORE A PROBLEM

Addressing performance issues can be unpleasant and stressful. To avoid this discomfort, some managers ignore the issue and hope the situation improves on its own. Avoiding difficult discussions leads down dead-end roads:

High stress levels. There are enough things in life to stress out about and discussing performance doesn’t need to be one of them. Stress is serious business. It accounts for 67% of all illness according to one study.

Poor morale. One of the fastest ways to demotivate a team is to ignore poor performers. The rest of the team can see what’s going on and they are looking to the manager to address it. When the manager doesn’t deal with it, the result is often negative attitudes. Bad attitudes are contagious and soon there are bigger issues to deal with than one person’s performance.

Low-performing teams. People will perform to the standard that’s allowed. A manager who doesn’t hold people accountable sends the message that it’s okay to deliver less than what’s acceptable.

These are dead ends to career growth, for both the employees and manager, and can affect the organization as a whole so they must be avoided.

Luckily, there is a better way. Let’s look at a simple three-step solution that works. In a nutshell, you want to set clear performance expectations, communicate the performance expectations and meet regularly to discuss performance progress. 

Set clear expectations

You can only hold people accountable when they know what’s expected of them. When performance expectations have been clearly defined it’s easy to measure achievement and give feedback. The key is to define the expectation in black and white so there is no room for ambiguity. A manager needs to understand what is important to measure and how to measure it.

For example, one company improved its order entry accuracy rate from 65% to 99% defining the expectation for completion. The low completion rate was a result of the team leaving a field on the order form blank. They weren’t lazy they just didn’t understand why the field needed to be completed, and the manager had never defined the expectation. 

Communicate expectations

Communicating performance expectations before there is a problem is the key to no-stress conversations later on. 

Most people want to do a good job and will rise to the expectations when they know what they are. Don’t assume that people understand the expectations. One survey revealed that 50% of employees don’t understand what is expected of them at work.

Document the performance expectations and share them with new employees right away so they are set for success from the start.

Meet regularly

Meeting regularly with individual team members to discuss their progress creates a culture of trust. How often you need to meet with people varies, but a good rule of thumb is plan a meeting at least once a month. If you defined and communicated the expectations in advance, there won’t be any surprises. The employee will know exactly how they’re doing. If they are falling short, you can turn it into a positive coaching conversation to help them get back on track.

MAKE EVERYONE HAPPY

When these three simple rules are followed, performance discussions are easy, transparent and positive. The manager earns a good reputation, the team is motivated and there is less conflict. Those are great benefits that result in successful teams and organizations that are able to fulfill their mission and purpose.  



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