Dealing with poor performance is one of the most challenging aspects of management. When an employee consistently fails to meet expectations, it can be frustrating and detrimental to team morale. However, writing someone off too quickly would be a mistake; very often, poor performance is a solvable problem given the right approach. With some time and effort, managers can turn underperforming employees into star players. Here are some of the most effective tips for improving poor performance.
Table of Contents
- Understanding the root causes
- Setting clear goals and expectations
- Providing training and development
- Giving feedback regularly
- Adjusting management style
- Following up continuously
- Make additional changes as needed
- FAQs
- Conclusion
Understanding the root causes
Before attempting to fix poor performance, it is essential to understand why it is happening in the first place. There are often multiple underlying reasons why someone might be struggling in their role.
Identify knowledge and skill gaps
An employee may simply be missing some core competencies required for the job. They might need more training, coaching, or experience to excel in certain tasks and responsibilities. As a manager, openly discussing any skill gaps is crucial.
Look for motivational issues
Sometimes poor performance stems from a lack of motivation. The work may not be intrinsically rewarding for the employee, or they may not feel sufficiently recognised or challenged. Finding ways to increase engagement and enjoyment in their role is important.
Check for outside factors impacting performance
Consider if issues outside of work—like family problems, health issues, or financial stress — could be distracting an employee and affecting their ability to focus on work. Having empathetic conversations to understand all factors can help.
Setting clear goals and expectations
With an understanding of the root causes established, managers can begin setting clearer expectations to get performance back on track.
Set specific, measurable goals
Collaboratively define concrete, measurable goals and targets that the employee can work towards. Vague expectations often lead to misalignment. Quantifiable goals tied to outcomes provide focus.
Communicate expectations clearly
Have an open discussion to realign on job duties, responsibilities, and the specific results expected. Give clear instructions and guidelines. Follow up in writing to confirm mutual understanding.
Get agreement and buy-in
Employees are more motivated when they have input into goals and take ownership over expectations. Make it a two-way dialogue and get their agreement on the path forward.
Providing training and development
Often, poor performance comes down to skill or knowledge gaps. Providing learning and development opportunities shows investment in an employee’s growth.
Offer coaching and mentoring
Set up regular coaching sessions to provide guidance and feedback. Assign an internal mentor who can share experience and advice to build skills.
Conduct training sessions
Hold formal training workshops focused on the areas where employees need to improve. Send individuals to external training programmes or conferences as well.
Encourage self-study and development
Beyond formal training, share resources and tools for independent learning. Support taking online courses or earning certifications. Foster a culture of continuous improvement.
Giving feedback regularly
Giving prompt, constructive feedback is vital for correcting poor performance. Silence and ambiguity allow problems to linger and worsen.
Schedule frequent check-ins
Don’t wait for annual reviews; provide feedback in real-time. Set up weekly or biweekly one-on-ones to evaluate progress and identify issues early.
Deliver feedback constructively
Frame feedback positively by focusing on goals and problem solving. Avoid blaming – explain the situation factually and non-judgmentally. Ask for input on improvement tactics.
Make corrections respectfully
When giving critical feedback, do so privately to avoid embarrassment. Be specific about problems, but remain considerate. Establish yourselves as allies in overcoming challenges.
Adjusting management style
How managers personally engage with employees exerts a major impact on performance. Adapting your style and approach is often required.
Lead with empathy and support
Underperformance can be emotionally taxing. Lift morale with encouragement and by highlighting strengths. Build trust through compassion and active listening. Help people feel valued.
Foster open communication
Solicit input and feedback frequently. Maintain an open-door policy. Set the tone that it is safe to discuss problems without judgement. Welcome diverse perspectives.
Adapt your approach to individual needs
Get to know your direct reports’ preferences and motivations. Adjust the level of instruction, autonomy, and recognition to fit each person. Personalise your management style.
Following up continuously
Improving performance takes sustained effort over time. Tracking progress and offering support is an ongoing process.
Track progress over time
Schedule check-ins at regular intervals to review goals and progress. Maintain documentation to quantify improvements.
Offer encouragement
Acknowledge wins, big and small. Celebrate the steps in the right direction. Recognise effort and engagement, not just outcomes.
Make additional changes as needed
If progress stalls, explore whether new training, resources, or structure adjustments could help. Be prepared to iterate. With persistence and care, managers can elevate poor performers.
FAQs
Q1. Why is it important to understand the root causes of poor performance?
Determining the underlying reasons why someone is underperforming is crucial because it allows you to create a targeted solution. If you try to address poor performance without understanding where the gaps are, your efforts may be ineffective or even counterproductive. Taking the time to have empathetic, open conversations about the root causes shows employees you care about setting them up for success.
Q2. How often should managers provide feedback about poor performance?
Managers should provide feedback continuously, as soon as they notice issues arising. Waiting for infrequent formal reviews allows problems to linger and often makes them more difficult to fix. Weekly or biweekly check-ins are recommended to provide real-time guidance. The key is giving regular feedback so employees can course correct early, rather than become overwhelmed trying to improve months of underperformance all at once.
Q3. What is the best way to deliver constructive feedback?
The most effective approach is to frame feedback positively, with the joint aim of helping the employee meet their goals and full potential. Focus the discussion on solutions rather than only problems. Maintain empathy, ask probing questions, actively listen, and invite input on strategies. Provide specific guidance while also inspiring self-reflection. Avoid harsh criticism – be respectful and establish yourself as a partner in their development.
Q4. How can managers show empathy when addressing poor performance?
Leading with compassion is key. Recognise that no one wants to underperform, and poor performance does not mean someone does not care. Have private conversations focused on listening, understanding circumstances and challenges, expressing belief in employees’ abilities, asking how you can help, and conveying that the goal is to see everyone excel. Offer encouragement and emotional support.
Q5. What should managers do if performance does not improve after feedback?
If constructive feedback does not produce improvement over a reasonable time period, have candid conversations about whether the employee may be better suited for a different role in or outside the company. Provide career guidance and offer to serve as a reference. Be transparent about the possibility that a role change may be necessary if performance does not reach standards. Consider performance improvement plans, but also be open to parting ways respectfully if needed. The key is maintaining empathy and humanity even in difficult situations.
Conclusion
Improving poor performance takes time, effort, and care from both managers and employees. With persistence, compassion, clear communication, and a collaborative approach, underperformers can become productive team members. The reward of seeing someone meet their potential is well worth the investment. Approach the process as partners, not adversaries – the shared goal is everyone’s success.
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