Managing poor performance of a team member

[Chottie]

I am following policy and procedure, but I would really welcome any advice for the day-to-day management of a team member who is not doing their job properly. There are lots of mistakes and things missed, which I am discussing with them objectively, but there is definitely a feeling from the person that 'they are being picked on'. I am trying to come from the approach of 'supporting them to become fully active in their role' it is hard and soooooo time consuming.

[Hyperballad]

Have an agreed time for a 'performance review' and try and leave all things to point out till then.

Ask them for solutions to putting things right. Agree some actions, write them down and get them to agree and sign it. This way it is more likely to be remembered and acted upon.

Be quick to identify their success and praise them for it.

If after performance reviews, action plans, additional training, coaching and support they are still making mistakes then begin the disciplinary procedure which will sort it one way or the other.

[AmandaCooper]

Capability procedure, not disciplinary procedure, unless you believe they are screwing up deliberately. If you don't have a capability procedure, just agree some structure with the employee directly, taking into account how the company has dealt with similar issues in the past. Set SMART objectives for improvement over an agreed timeframe and put whatever you agree in writing. Identify what the potential consequences are if targets are not met. Discuss what additional support and training might assist.
Also, check how long they have been working for your company - if only a short time, keep an eye on the clock as before employment protections kick in, you can end the relationship with relative ease.

[williaminajetfighter]

Agree with the other posters. A few key things:

• ensure they are aware of their objectives and expectations of them. This should be flagged up in your monthly 1-2-1s with them, in your annual review or in your 6 month review if you think it's necessary. These should be written done and re-emphasized.
  

• track every single performance issue on paper so you have a good compendium of what's gone wrong. No one can deny 'the facts' on paper.
  

• be completely clear and don't waffle when you state that you are concerned that they are not doing their job, that they are 'messing up' etc. OFten staff don't feel they 'knew' and managers were too vague or didn't feel comfortable giving negative feedback. All it has to be is 'I'm concerned that wasn't done well/to the standard required and it needs to improve....'
  

• change your meetings to more frequently (eg. once/week or once a fortnight) to be able to properly monitor and address all the problems.
  

Anyone who is not performing well and feels under pressure about it will feel picked upon. It's not pleasant for you or the person who needs improvement. If you're in the public sector you're obliged to try just about everything in addition to additional training so I'd look into that sooner rather than later.

It is very very very hard to get rid of staff based on capability/performance which is why people try to find other avenues (sickness absence) or, as I've seen, they just make life difficult for the person not performing by ignoring them, making them feel not part of the team and other types of social alienation until said person leaves. It's not always fair or right but I can understand what it's like to be a desperate manager with no recourse.

[sausagesandwich34]

do you have a performance improvement plan in place?

these should specify SMART targets and be very specific rather than emotional

they should be about physical achievements rather than behavioural

I would also have a conversation along the lines of -is there anything going on at home which may be affecting work, that we can support you with

also I would look at whether they felt they had any gaps in their training or knowledge and then take the relevant steps to provid ethem with the training they have asked for

document everything!

in these situations I always make it clear that conversations about performance take place in the office and once the conversation is over then it's business as usual