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Well, rather than concluding with the statement that specific employee is a non performer, important is to understand why is the person unable to perform! Because the problem is not the person, it is the performance! And to resolve such problems pertaining to performance, we should incorporate multiple methods to understand whether the employee understands what is he expected to do, is the employee clear about vision of the organisation, does the employee understand intend of the job? Does the person know where and how he/she is contributing? Team or organisation is made up of people with different skill sets, and to achieve vision of the organisation, everyone is important.

I agree first step is to identify the issue. Sometimes it may not necessarily be the employee but the work standards . We need to set performance standards that are realistic and evaluate all the other support systems to isolate all environmental or exogenous issues that might be the major contributor to the under performance

To address and resolve employee performance issues effectively: Conduct a clear, constructive feedback session to identify specific issues and set realistic performance goals. Provide necessary support, training, and resources to help the employee improve. Regularly monitor progress and offer ongoing feedback to ensure continuous improvement and alignment with expectations.

Heard simon sinek before using the FBI method. Feeling, Behavior, impact. 1. Tell them how it made you feel. 2. What behavior in question 3. and Impact whether they change it or not. in this way we give a complete feedback on where they are. how to improve.

- Start by setting clear expectations from each role and ensures everyone gets it. - Watch for warning signs like keeping an eye on key metrics, deadlines, and overall quality of work. Notice changes in behavior, like missed deadlines, decreased productivity, or negative interactions with colleagues. - Try open communication by being clear, professional, and most importantly, open to hearing their perspective. - Try to Work with the employee to develop a plan to address the issues. Offer support, additional training if needed, or adjusted workloads if appropriate.

I agree , in addition Open and honest dialogue also builds trust, and demonstrates concern to establish the root cause of deteriorated performance with the aim of improving the issue at hand

Giving specific feedback with the right incidents and data will help a person to identify where he / she needs to improve. Listen to the person also to understand his / her perspective. Then agree on the areas to be improved and make a concrete action plan. Monitoring the progress of the action plan for 3 to 6 months on a weekly basis will really help.

Yes of course, it is very important to take dialogues with employee, and more importantly without being judgmental or prejudiced. We should have our points neutral when we put it on table and should be ready to listen to the employee as well. The discussion should be very objective and with no pre assumptions. And it should be conclusive.

When addressing performance issues with an employee, clarity of intention is crucial. Before the meeting, distinguish between corrective and disciplinary actions; the goal is understanding, not condemnation. Your primary aim should be to uncover unknown factors or circumstances, necessitating active listening on your part. Allow the employee to articulate their perspective while guiding the discussion. Continuously self-assess to ensure you're listening rather than preparing responses. Assume positive intent throughout and use open-ended questions to clarify any ambiguities in their explanations. This approach fosters a constructive dialogue aimed at mutual understanding and improvement.

When the intend and the feedback is heard and shared, we should now share what is expected from the employees. We should not simply share the KRA and push employee in the ocean to swim. We should understand from employees what help would they require!

Like i said previously, employee should get enough hand holding and sufficient resources to deliver the expected results. Sometimes simple mentoring is enough to turn the performance around. Besides we must keep checking our goal is realistic! Example: the sales person is unable to deliver despite of multiple sittings, may be problem is with STP. The goal has to be reviewed with other senior KOLs

It is imperative that you support your team member as they work to improve their performance. * When you catching them in new and improved behaviors, make it a point to tell them that you noticed and appreciated their attempt. Encourage them to keep moving in that direct. * Set-up brief check-ins to discuss steps in the right direction and offer support in areas the person may still be addressing. * Maintain an open door policy so your team member knows they can come to you and discuss anything on their mind as they practice new behaviors.

Performance improvement can be used as opportunities to co-create a path for future success with employees. One key aspect is facilitating self-assessment. How can we encourage employees to honestly evaluate their performance and identify areas for improvement? Creating a safe environment is crucial as well as creating practices to ensure that the self-assessment process is supportive and non-judgmental. When it comes to setting goals, collaborative goal-setting plays a significant role. This leads to developing personalized improvement plan that align with both the employee’s and the organization’s needs. Finally, encouraging continuous learning is fundamental as well as learning beyond immediate performance

As a leader, your role is to actively provide resources and opportunities for growth tailored to each individual. This means exploring diverse learning methods because what motivates and educates one employee may not resonate with another. Think creatively and outside the box to identify the most effective strategies for each person, ensuring they have what they need to thrive and improve their performance. This approach not only supports individual development but also strengthens the overall team dynamic.

>> Start by listening them. What challenges are they facing? Are there personal or professional reasons impacting their work? >> Dig deeper to understand the root cause of the performance issues. Is it a lack of training? Unclear expectations? Identifying the root cause allows you to tailor your support accordingly. >> Then, connect them with online training modules or suggest shadowing a top performer on the team. >> Work with the employee to set a goal of completing a specific training course within a month and then reviewing their progress and celebrating their success.

When we have shared the KRA with the employee, the monitoring at a specific interval needs to be done. The outcome of KRA shared with the employee must be quantifiable and measurable! For example if the HR person is to be evaluated then attrition retention percentage, optimisation of manpower, compliance tracking etc are measurable.

Do this: - Don't wait for performance reviews! Schedule regular meetings, whether weekly, bi-weekly, or monthly, to discuss progress. - Break down performance goals into smaller, achievable milestones. Tracking progress towards these milestones keeps employees motivated. - If the employee encounters a personal issue that impacts their workload. Be flexible and adjust the deadline for their performance goals to accommodate this situation.

Regular feedback sessions reduces anxiety, provides direction and eliminates any surprises especially if the end goal might end up in a potential termination

As a leader, it's crucial to actively seek opportunities to celebrate individual and team achievements. While performance discussions should remain private and focused with the relevant employee, successes should be publicly acknowledged and celebrated. Simple gestures like sending an email to the team or sharing a celebratory GIF in a chat can significantly boost morale and reaffirm the value of every team member, even those facing challenges. This approach not only motivates underperforming employees but also fosters a supportive and encouraging work culture where everyone feels recognized and appreciated.

No one come to work intending to perform poorly there are several instance where line manager is not been able to make the individual perform. The reason could be unconsciousness biases. We should ensure there is capacity building plan for Line managers/supervisors how to optimize the resources , comprehensive orientation, regular feedback, appreciation and let them feel valuable and part of team. By implementing these strategies, we can enhance the performance and engagement of our workforce.

Faire participer l'employé dans le choix du soutien requis pour lui permettre d'atteindre le ou les objectifs. "Qu'est-ce qui t'aiderait à progresser ? " Lui permettre d'identifier les contraintes auxquelles il fait face au quotidien.