What do you do if you are an employee who is not carrying well, if the employee seeks, but does not succeed, or even worse, you have an employee who did not wish to appear? Following are some thoughts on how you manage your way through this situation:
Where are you from? Check it from a place where the staff try to take over to do the right thing. Think about it-as a manager you are not trying to do the right thing? Are not you coming from this placeitself? The vast majority of the time, so employees. It is therefore an effective assumption to make. Then deal with performance problems in this place.
Where are you going? "Have you sent staff responsibilities? If not, then you want to do. Writing them down for the employee is a start, followed by frequent verbal reinforcement.
If the employee is to understand where you are? "My experience has shown me that no matter how we feel clear expectationsprocess, they are still subject to interpretation, especially if some ambiguities. This means that there is a meeting face to face necessary, no telephone or e-mail.
At this meeting, instead of saying, the employee's expectations I suggest you ask the employee what he understands the expectations are too. You may be surprised at the expectation that there are gaps. Adjust the gap, for reasons of clarity and understanding. Align it with your goals.
What happens if the employee is not up on stageExpectations? In this situation, as in most others, it is better to hear the matter and. Remembering that you are coming from a place where the staff try to take over to do the right thing. I think this poll can go in a few directions. For example:
If the workers are the expectations? This may be a good time to review the design of employee expectations.
Expectations have changed? We work in a liquid environment. Maybeinfluences from other departments, customers or suppliers, has changed the work. As a result, the worker may from time to time on the tasks, while necessary, may not be in the original expectations. Thus, expectations may need to be adjusted.
If the employee is in the fortunate position? The bodies and the employees are still a game? That's what you want to decide on. In fact, the employee may feel frustrated as you are. If this is the case, then your job will be easy. If the employeeotherwise competent then you can make a change. In this way, the employee can save and create a productive worker in another area.
If there is a corresponding and the employee is able to be happy, but not on stage, well, that's why you are in management.
The Performance Improvement Process
Many managers complain that process, because it can be so time consuming. My answer is to be a better start, because you, the sooner the better to be.
ManyManagers complain, because the process is so burdensome. My answer is the performance improvement process be more severe. We disturb a living person. As managers, we better be sure that we show care, compassion and love at work in performance.
My experience is that once was at this point, it's about a 50% chance that the employees can improve their performance. The other 50% either left or have finished. No matter what but I feel the managermust stand for the success of the employee. In fact, the manager of the cheerleaders.
This process usually takes 60 to 90 days. During the first 30 to 60 days, the manager will regularly review the expectations, opinions, and results communicated with the employee representatives. It is important that managers and employees understand at all times everything. If the employee has not improved after 60 days, then another 30 days. If it still does not improve the termination may be the consequence of a place canNobody wants to go, but still can have.
How do you know if you've made it so successful, no matter with what result? Take the mirror test. Is it so in it?
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