Mickey can’t believe it. Here she is at the end of another very stressful day, and she still hasn’t addressed Fritz’s repeated refusals to perform the work for which he is getting paid. With his unwillingness to meet established deadlines, he’s also impacting the work of his colleagues and making them look bad. After all, they can’t do their work until they receive information from him. Now, other team members are developing negative attitudes and the group’s morale is dropping. To make matters worse, her team has lost respect for her because she hasn’t dealt with the issue. The challenges for her, of course, are how to confront the situation productively when she hasn’t documented any of the “facts” and how to translate “poor employee performance” into tangible examples and justification for taking the necessary corrective action.
Why wait until there are performance problems? Head off problems during the recruiting and interviewing process by communicating expectations upfront. Include the knowledge, experience and technical skills required along with the intangible requirements of judgment, initiative and motivation, attitude and work quality.
Use a proven interviewing instrument. Make sure that position descriptions reinforce the qualities and characteristics of the position. Bring it all full circle with a performance management system that objectively measures performance, even the “intangible” attributes. Doing so ensures everyone’s productivity, keeps morale and employee satisfaction high, and helps the organization effectively address non-performance through coaching.
Performance measurements help organizations determine relevant quality metrics for specific positions. Recommendations for specific measurements help supervisors and managers quantify results and attach ratings that are easily documented, explained and justified to support the organization’s positions.
What Our Clients Say
“This comprehensive approach, from hiring, to orientation, to ongoing coaching and development, we’ve been able to effectively address performance expectations as well as non-performance. This ‘system’ gets everyone started off ‘on the right foot’ and provides supervision and management with the tangible measurements necessary to address the issues that have impacted teamwork, communication and employee morale.”
Cassie K, Human Resources, Pacific Manufacturing of Ohio Inc
“Effectively addressing non-performance helps us take better care of our high performers and prevents the behavior of one or two people from negatively impacting the rest of the team.”
Carolyn Coley, Director of Operations, Coley & Associates