Supervisors must objectively evaluate employees. All too often, supervisors issue satisfactory performance ratings to employees with substandard performance because they either want to avoid confrontation or do not want to hurt the employee’s chances for promotion. This practice makes it very difficult to take corrective action when the employee’s pattern of poor performance can no longer be tolerated. To prevent this from occurring, supervisors must make sure that all performance, both positive and negative, is recorded and recognized as it arises. Supervisors are responsible for assisting employees with improving their performance through the use of remedial training and development and ongoing informal coaching.
How to Effectively Address Performance-Related Problems
Dealing with performance problems is a real challenge for any supervisor; nevertheless, it is a key supervisory responsibility, and failure to address poor performance can have a greater impact than you may appreciate. The process begins with an accurate job description (DOC), which contains measurable performance standards (DOC), appropriate training, and communication of performance expectations followed by ongoing feedback and timely performance evaluations (PPT). This process repeats itself throughout the period of employment.
Common Reasons for Avoiding Performance Management
Time Constraints
"Dealing with poor performance can be time consuming. My time is better spent supervising my productive employees."
While dealing with poor performance can be time consuming, failing to address it sends a clear message to other employees that you have unique standards for poor performers. This can result in lowered morale and performance across the staff. Additionally, ignoring poor performance usually results in the situation worsening over time.
Difficulty of the Conversation
"Telling employees that they are not performing satisfactorily is unpleasant and requires skills that I do not possess."
Constructive criticism or coaching given early and regularly often leads to performance improvement and eliminates the need for more formal, unpleasant actions. Providing this feedback does not require special skills, and supervisors may seek assistance from employee relations or personnel professionals.
Fear of Appeals
"If I do have to take a formal performance-based action, it is likely to be appealed and ultimately overturned."
Most performance-based actions are not appealed. When they are, the overwhelming majority of these cases are sustained upon appeal to the Office of Administrative Hearings.
