6 tips for managing the performance of an under-performer
It is frustrating for a manager when an employee isn’t performing up to potential. But in these times of high turnover and worker shortages a manager may choose to accept mediocre performance rather than scare the employee away.
Statistics legitimize the risk of an employee quitting if second-rate performance is pointed out. In a survey of 1,000 full-time U.S. workers by the performance management software provider Reflektive, 85 percent of those questioned said they would consider leaving their company due to a negative performance review, with half reporting they were “very likely” or “extremely likely” to do so.
A manager might argue that an under-performing employee is more cost effective than having to fill an open position but letting a poor performer coast isn’t cost-free. According to the U.S. Department of Labor, the estimated cost of a poor performer can be at least 30 percent of the employee’s first-year expected earnings. So, if a low performer earns $100,000 per year, it’s costing the employer $30,000 to keep them.
Effectively managing an under-performer
When it comes time to meet with the employee in question, whether in a formal review or a simple one-on-one check-in, here are six steps that might help bring their performance closer to, or even beyond, expectations.
- Make the employee aware of their potential. Just because you see their potential doesn’t mean they do. A confidence boost can work wonders.
- Figure out if anything or anyone is in their way. Is a team member being uncooperative? Is another department not responding to requests and making it difficult for this employee to do their job? Try to discern what can be done to eliminate these roadblocks.
- Support their needs. Additional training might get the employee up to speed. Or perhaps they are distracted by something externally and could benefit from counseling. While you don’t want to pry into their personal life, you could provide information on your Employee Assistance Program (EAP).
- Look for opportunities where the under-performer can shine. Build their confidence by assigning them to projects where they are most likely to succeed and then acknowledge those successes while making future assignments progressively more challenging.
- Look in the mirror. Are you limiting this employee’s performance? Maybe you are not being clear about expectations. Could you communicate goals better? Is micromanagement keeping them from growing?
- Consider the possibility that the problem is under-engagement, not under-performance. Maybe the employee is simply bored. Ask them what would make work more meaningful or rewarding.
These steps should culminate in the creation of a plan. Outline what each of you will do, figure out a time frame for implementing the plan, and schedule check-ins to monitor the employee’s progress.
Key to remember: A poor performer shouldn’t be ignored simply because a manager is afraid to rock the boat and risk them leaving. A bad attitude can be contagious. Other team members could begin copying the work habits of the poor performer, which could affect the whole team’s productivity, quality of work, and morale.