Proactively Managing Underperformance

Transcription

1 Proactively Managing Underperformance Kate Harri, MA LP, Working Solutions Minnesota Safety and Health Conference, May 2017 Working Solutions All rights reserved.

2 Objectives Identify when to start addressing performance issues See how mental health can masquerade as performance issues Learn effective communication strategies to address performance concerns Know the value of addressing issues proactively

3 Q: When Does A Manager Need to Talk to an Employee About Performance? Answer?

4 Q: When Does the Manager Usually Talk to an Employee About Performance Issues? Answer?

5 When the Manager is.

6 So If The Manager Waits to Address Issues, What are the Consequences? Work isn t getting done Deadlines are missed Some direct reports start feeling resentful of the manager Others may start slacking off too

7 Other Consequences Managers let emotions get ahead of them Managers may get in trouble with their boss (who does manage performance) People leave the organization as they are tired of carrying the other person s load Morale suffers

8 Performance Management Requires The ability to recognize when performance has changed with an individual (know your people) The training and TIME to discuss uncomfortable topics Recognition of the benefits for the employee and the organization

9 Main Reasons Employees Struggle with Performance Motivation or fear Lack of communication regarding goals, work tasks Education gaps Skill gaps Training (missing) Relationship with manager (attitude expectations) Medical issues Mental illness (hidden)

10 The Hidden Problems Impacting Performance

11 Let s Look at Some Common Mental Health Conditions Anxiety Disorder Bipolar Disorder Major Depressive Disorder Obsessive Compulsive Disorder Panic Disorder PTSD Seasonal Affective Disorder Substance abuse/dependence

12 Common Limitations with Mental Health Conditions Concentration Memory Emotional regulation Fatigue Attendance Organization Communication Stress Tolerance Noise Tolerance Panic attacks

13 Limitations Show Up as Performance Issues Concentration, organization and memory problems Increased errors with detailed tasks Forgetfulness Easily distracted and then hard to refocus on job tasks Parts of some tasks may not get done Increased risk for injury

14 Performance Issues Cont. Communication, stress tolerance, panic and emotional lability Irritability with coworkers- short Changes to job or tasks-crying Angry outbursts Incomplete communication (leaves situation when upset) Leaves work or work area without permission

15 Performance Issues Cont. Fatigue Poor concentration and focus Difficulty completing tasks Irritability Attendance suffers Falling asleep at work Increased risk for injury

16 How Do We Shed Some Light on These Emerging Performance Problems?

17 Set the Stage for Good Supervision Develop and communicate clear expectations of responsibilities, consequences of not meeting performance standards right away Provide positive praise and reinforcement Provide guidance and feedback (as needed) Provide written job instructions via as well as written copies for discussion

18 Guidelines Continued Provide channels for two-way communication Allow for employee participation in decisionmaking Provide skills training and leadership development Share ways the organization supports personal and family needs Emphasize the values of the company and how to actualize them at work

19 Best Practice for Performance Issues When Problems Arise Teach managers how to communicate effectively with employees about performance concerns: Early Objectively-not the bad attitude thing With empathy-active listening With boundaries-stay out of the personal With follow up- until resolution achieved

20 Early Common Performance Issues Arriving late Leaving early Unexplained absences from work station Work quality declines Missing deadlines Withdrawing from others Change in previous performance

21 What the Manager Tends to Do Bob arrives late for the 3 rd time in less than two weeks Tammy, the manager calls Bob in to chat about what s up How does the conversation go?

22 Bob Makes Excuses!

23 What Does the Manager Do Then?

24 The Formula to Inform About Performance Changes When you (action or behavior), The impact on (coworkers, the organization, your work) was. This has to change, and what I want is.

25 Next Ask: Is there anything that I can do to help you resolve this and get back to your usual, good performance? Ask: Is there anything you need? (Training, ergonomic changes, etc.) Inform: If there is anything, please let me know If the employee says it s about something personal

26 Please Stay out of the Swamp!

27 It s Personal Thank them for mentioning that Ask if they know about the company s EAP (and give them the number) Problem solvers Free Confidential Remind them you will follow up with them and you know they will do what they need to do to address the personal concern.

28 Then Inform: I will follow up with you next week to see how things are going Thank the person for doing their best to resolve the issue Remind them to let the you know if there is anything they need to help improve their job performance AND follow up!

29 Who is Responsible now? HINT: It s not the supervisor

30 Results of Early Performance Discussions Employee already knows there is a problem === Relief! Manager has identified the concern and has asked the employee to address it===employee may go for help earlier rather than later Employee knows they are responsible to improve their performance

31 Results Continued Employee knows the employer cares Performance is documented for future conversations about the subject Provides framework for addressing any continuing issues Reduces risk employee will go out on medicalized performance leave Allows for accommodations discussions

32 Accommodations Are Not Scary Get familiar with what your organization s structure and support is for addressing accommodations Talk with HR to be sure you know how to include this as part of a performance discussion Know that almost all accommodations are overwhelmingly cheap or free and not hard to implement when requested A simple accommodation can make the world of difference sometimes

33 Remember: No One Wants to Lose Their Job This leads to action Employee gets motivated to change behavior Behavior changes occurs (keep following up) Employee may seek help if there is a personal problem affecting performance Early identification, early treatment generally leads to good results-may not even need time away from work

34 Results for the Workgroup Fence sitters get going too Morale improves as the affected employee takes on the work they are accountable for Subtle message is reinforced that the manager pays attention

35 Good Supervision Establish organization s written long term and short term goals Schedule consistent meetings with employee to set goals and review progress Allow for open communication Develop strategies to deal with conflict Address problems when they are emerging Utilize resources (HR, EAP, etc.)

36 Questions? Thank you for attending! Contact info