Managing performance and underperformance at work
There is a difference between managing performance and managing underperformance.
Managing underperformance can be challenging for most Managers and sometimes management action can be mistaken for bullying or it may be considered harsh, unjust or unreasonable.
Managing performance effectively creates a harmonious and productive workplace which is beneficial for all parties. Effective ways Managers can manage performance is by:
- • Ensuring staff are clear of their roles purpose and responsibilities
- • Setting clear expectations, goals, deadlines, targets or KPI’s
- • Communication, consultation and staff development
- • Providing mentoring, feedback, conducting performance reviews, appraisals etc.
Underperformance
Underperformance or poor performance can happen. It occurs when an employee isn’t doing their job properly or is behaving in an unacceptable way. It may include:
- • not carrying out their work to the required standard
- • not following workplace policies, rules or procedures
- • unacceptable behaviour or conduct
- • disruptive or negative behaviour
When initiating disciplinary action it is important that the crime fits the punishment and that emotions are kept under control. There are also procedural fairness processes required by law that need to be followed.
To avoid bullying, management action must be “reasonable management action” carried out in a “reasonable manner”. To avoid management action being considered harsh, unjust or unreasonable, disciplinary action needs to be proportionate to the underperformance or conduct issues. For example, a heavy-handed approach that is not justified is unlikely to amount to reasonable management action or a disciplinary process that places an employee’s employment in jeopardy may be unreasonable when performance counselling is more appropriate.
The Fair Work Ombudsman suggests that employers implement a performance management policy that outlines how underperformance will be managed and the possible consequences of underperformance. Being clear about what could happen can make it clear what the employee responsibilities are. It can also help prevent employees feeling victimised if an issue does come up.
Employers should also give warnings in writing before ending an employee’s employment, unless of course serious misconduct has been investigated and substantiated.
If you need assistance managing underperforming staff, developing policy or issuing warnings feel free to contact us www.humanresourceservices.com.au
Article by: Cheryl Koppman
