What Causes Performance Problems?
May be reproduced
with copyright and attribution to
www.yourofficecoach.com.
Managers become very
frustrated with employee performance problems, but often don’t take time
to do “detective work” on the cause. Before talking with someone about
a performance issue, give some thought to possible reasons for the
problem. And here’s a key point to consider: as the manager, you may
inadvertently be contributing to the situation. Every job is the
responsibility of two people: the employee, who is accountable for
producing desired results, and the manager, who creates the environment
in which the employee works. When confronted with a performance issue,
the questions below may help you sort things out.
The Key Question
Is it an Ability Problem or Motivation Problem?
This is the most
fundamental question about performance issues, because ability problems
and motivation problems need to be addressed quite differently. Here’s
the differentiating question: If you put a gun to the person’s head
(which is not recommended), could they produce the correct performance?
If they could, then ability is not the issue.
When an employee does
not have the ability to do the work, then no amount of recognition,
punishment, or encouragement will make it happen. However, if the
person has the ability, but is simply not motivated, then training and
skills coaching is a waste of time and money.
1.
Does the employee have sufficient
resources?
If an employee doesn’t
have the time, money, equipment, access to people, or whatever, then it
may be impossible to deliver desired results no matter how much they
want to.
2.
Are obstacles or barriers preventing good
performance?
When it’s difficult to
obtain a final decision, get collaboration from another department, or
overcome any other obstacle, results may be difficult to accomplish.
3.
Have expectations and priorities been
clearly explained?
If it’s not clear what’s
desired in terms of quality, quantity, speed, or any other performance
dimension, then odds are the expectations won’t be met. It’s absolutely
amazing how often this is the source of performance issues. Although
managers usually think they have been clear and specific, the message
often doesn’t get through for one reason or another.
4.
Does the employee have the skills needed to
produce desired results?
Have employees had
sufficient training? Coaching? Enough time to get through the learning
curve? Or are they expected to just “sink or swim”? If someone doesn’t
have the skills – or enough time to learn the skills – then they can’t
do the work.
5.
Does the employee have the innate talent
for this type of work?
When someone is a
complete mismatch for the job, then all the skills training in the world
will be of no help at all. People wander into career choices in all
kinds of ways, with the result that some turn out to be square pegs in
round-hole jobs. If this is the case, then the manager needs to kindly
help the person find a more suitable type of work.
6.
Does the employee understand why
performance is important?
Manager don’t always
share reasons with employees. They sometimes assume that the importance
of a task or policy should be obvious. Or that just telling someone to
do something is sufficient. But assumptions are always dangerous. A
simple explanation of the reasons for requests, goals, or work standards
will sometimes resolve motivation issues,
7.
Is good performance being recognized and
rewarded?
When managers want to
encourage particular behaviors or results, they need to express
appreciation If no one says “thanks” or “good job”, then it’s easy for
an employee to assume that the task isn’t very important.
8.
Are there negative consequences for poor
performance?
Managers sometimes
unintentionally reward the very behavior they don't want. How? By
failing to take any action to stop it. When you have a problem with
someone’s behavior or results, you need to tell them. Otherwise, they
will likely assume everything is okay. And if you tell them, but
nothing changes, then adverse consequences need to follow.
9.
Is the employee angry or resentful about
something?
When someone is afraid
to address an issue directly, they may demonstrate their anger or
resentment through their behavior. This is called a
“passive-aggressive” response. Angry employees may passive-aggressively
express displeasure by putting less energy into their work. If
possible, the manager should explore and resolve the cause of the
resentment in addition to addressing the performance issue.
10.
Is the employee bored or burned out?
Being burned out or
bored does not give an employee a “get-out-of-jail-free” card. They are
still expected to do the work. But motivated employees produce better
results, so managers should work with these employees to help them get
reenergized. And if that’s not possible, then it may be time to
restructure their job or help them consider a different type of work.
Once you have considered
the possible cause of an employee performance problem, then you need to
have a coaching discussion with the person. Suggestions for coaching
discussions can be found on our website at the following link:
http://yourofficecoach.com/Topics/conducting_coaching.htm .
Copyright
Marie G. McIntyre. All rights reserved. May be reproduced with
copyright and attribution to
www.yourofficecoach.com .
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