I'd be interested to hear if anyone has managed to salvage a working relationship and improve performance / motivation once formal unsatisfactory performance procedures are instigated.
It seems to me that by the time formal procedures are started, it is an indication that all the attempts at motivation, support, welfare, training, monitoring etc has been tried and failed, and that it would be hard for the working relationship to ever recover.
I don't really want to go into details, but I am involved in a situation where a staff member has chronic poor performance, accompanied by poor attendance, and most recently dishonesty relating to the circumstances relating to absences.
I manage a small team, working in the same office as the staff member. When I most recently challenged an unauthorised absence, the staff member claimed to have discussed it with me, and told me she was really angry with me that I thought she hadn't. Given the level of antipathy/dishonesty the staff member is displaying, I find it hard to see how things can be salvaged.
I intend to instigate formal unsatisfactory performance procedures, and in my mind, it feels inevitable that at the end of the process the staff member will be leaving. However, as a manager, what I really would like is to motivate / inspire the staff member to improve performance.
Is this completely unrealistic?
PS - I am a regular - have namechanged
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Managers - can you still motivate once formal unsatisfactory procedures have been started?
9 replies
WhoWouldHaveStaff · 30/05/2009 00:37
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