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Part 1: Did you uncover a bad apple when looking at your employee's performance?

by , 14 November 2013
It's that time of year again... Performance reviews are probably on the agenda for the next few weeks. Making sure employees get the bonuses and increases they deserve... But what if you find one or two of your employees haven't been performing quite the way you thought? You can't just give them the boot!

We've got 14 steps for you to manage poor performers before you show them the door…  Let's start by looking at seven of these. Keep an eye out tomorrow for the next seven.


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Seven steps to manage poor performing employees
Step #1: Select an appropriate place to meet
Make sure you discuss poor performance in a private meeting area, out of earshot of other employees.
Step #2: Have all relevant documents on hand for the feedback session
Make sure you have all the documentation you'll need to support your feedback, both positive and negative. Include any KPIs, assessments, production figures, notations of missed deadlines, feedback from customers, monthly reports etc.
Step #3: Know your stuff
Go through all the information you're going to share so you can identify and match feedback with your evidence. To justify the feedback you're giving, make sure you have full knowledge of all the incidents that have led to poor performance and evidence to support this.
Step #4: Give the employee adequate notice of the session
Give your employee enough time to prepare for your feedback session. Ask him to do a self-evaluation of his own performance against his job requirements. Invite him to produce evidence that reflects his performance.

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Here's what you need to do to dismiss him correctly without landing at the CCMA.

Find out more here.

Seven steps to manage poor performing employees continued...
Step #5: Always keep accurate records of feedback sessions
Use performance discussions as part of the performance management cycle to give your employee insight into his behaviour. Use them as a starting point to see if he's improved.
Step #6: Structure feedback sessions for maximum impact
If you structure your sessions you'll be able to cover all the bases you need to.
Prepare the following for the session:
  • How you'll start the feedback;
  • What evidence you'll present;
  • The order in which you'll present your evidence;
  • You expectations from your employee going forward;
  • Your proposal for monitoring and feedback going forward; and
  • How you'll close the session.
Step #7: Give very specific feedback
Don't generalise or give unclear feedback. Give examples, statistics, dates and documents to support your feedback. Even positive feedback must be specific. Don't just tell someone they're doing 'a good job'. This won't help them identify things they do well or how they can improve.
Keep an eye out for tomorrow's Labour Bulletin were I reveal the next seven steps to manage poor performers.
Until next time,
Taryn Strugnell
P.S.  Don't let 20% of employees cause 80% of your headaches... Click here to find out how

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