Coaching Low Performers is a Viable Alternative to Early Termination
January 26, 2007
Employees who demonstrate declining job performance, incompetence, increasing
absenteeism or inappropriate behavior present significant challenges. When these
employees influence the workplace culture, productivity, quality and service
undoubtedly suffer. The practice of promptly terminating low performers has
validity. Management certainly can't risk alienating, or even losing, valuable
employees. However, given the dollars invested in attracting, hiring and
training, along with the reality that many low performers can be rehabilitated,
a performance improvement approach remains a smart, as well as humane, business
practice.
The key to low performance management is acting promptly, effectively and without emotion. "The earlier and more structured the intervention, the more likely it is to be successful," says Joe Roche, director, Inova Employee Assistance. "Managers who just live with the situation until they've 'had it,' do themselves, their company and its employees a great disservice."
A performance improvement (coaching) approach utilizes a well-defined series of steps:
- Document conduct and performance. Be specific so the employee understands expectations and how performance deviates from the norm. Details also offer legal protection for employers.
- Develop performance improvement plan. Conduct discussions in private, and keep confidential. Share detailed observations. Collaborate with the worker to develop a plan. Document for continuity and legal protection.
- Listen without debate. Workers may raise workplace or personal concerns that impact the situation. "It's essential to keep discussions workplace-focused, although we know that 2/3 of employees who get into basic problems at work are dealing with outside issues," Roche explains. "Don't go down that road, be empathetic, and refer employees to the company EAP."
- Establish clear objectives, timelines and consequences. Put these in writing to keep both parties on the same page. "Don't threaten, rather communicate the next steps if issues remain unresolved," Roche advises. "Managers often struggle with this; however, it is a proven motivator for change."
- Monitor progress and provide continual objective feedback. Establish a regular series of meetings to hold employee accountable for following the performance improvement plan. Give credit for a job well done.
It is imperative to keep the worker's situation confidential. Yet, where appropriate, managers may assign a peer mentor to the low performance worker. Telling an exemplary worker that you're really good at what you do, and we'd like you to work with X, should suffice.
Throughout the coaching process, and whether or not a low performance worker takes advantage of employee assistance services, management must remain focused on job performance and workplace conduct. If the approach is successful in rehabilitating the employee, everyone profits. If not, termination remains the logical final step.
Inova Employee Assistance has served employers with nationwide job performance improvement systems since 1981. Our high quality customer focused Employee Assistance Programs (EAPs) and Work Life services can be tailored to your organizational needs. For more information, contact Jeff Carr at 703-321-2555 or Jeffrey.Carr@inova.org.
Articles are written by professional journalists, who strive to present reliable health information. They are not intended to be a substitute for medical care and advice.
