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TACKLING NON PERFORMERS!!!
A Non-performing staff or employee is a bane for any kind of business. Lazy co-workers can even obstruct your progress and harm your reputation. Just as a good resource gives you an edge in your business, non-performers can easily destroy it. They create a bad example for others and can make the whole atmosphere rotten.
Non-performers, whether they are existing employees or recruits, can actually destroy the value of the business.
Therefore if such a problem exists, it has to be confronted head on. Retaining top performers is not enough, as a manager, one has to devise a strategy to tackle lethargic and under performing employees also. The first task involves identifying the non-performing staff among your current lot. The following types of people fall under this category:
- People who do not meet their targets and contribute to the team effort
- People who take no interest in organizational activities and are only interested in their monthly pay-cheques.
- People who do not get along well their supervisors and try to shirk their responsibilities.
- People not interested in training programs and mentoring others.
- People who are troublesome and generally disliked by peers and seniors.
- People who are usually found spending more time on coffee tables and chatting.
There is a considerable percentage of such kind of negative force in every organization. You cannot go around sacking everyone and put pressure on the HR team. Here performance management comes into picture. The purpose is to help the employee be successful and to draw boundaries for appropriate behavior on the job. At times, there are also problems that need to be addressed. The following are some of the ways in which you can tackle them.
Take the steering wheel in your hand in time and call up for a discussion.
Collect a 360 degree feed back by having a formal survey. Take inputs from peers and subordinates to get a realistic picture. This will also give an impression that the manager has no personal malice towards the one under scrutiny.
Avoid generalizations and be clear about performance standards and expectations in measurable terms. Inform him politely without putting any direct or indirect blame that such instances are not acceptable to the company.
Assign alternative roles by transferring the non-performer to a new role or department preferably in consultation with the employee. Give him a second chance in a new environment.
Train your managers if there is a need for it. Many a times people are not able to perform because they clueless about what is to be done. To develop subordinates is an important role of all managers. Therefore, guide them continuously and frequently.
Consider them to be your company assets in terms of their experience. Identify their strengths and provide the desired environment for them to nurture their talent.
Part ways if nothing works but it has to be done gracefully. All employees are not right for your organization and hiring mistakes are often made. But make sure that there is no benefit of doubt in the sacking in order to avoid any potential lawsuits. You can also get preliminary advice from Human Resource specialist before taking such action as laws and responsibilities keep on changing.
Last, but not the least, avoid the risk of hiring potential non – performers by a strict and comprehensive hiring process. Do a strict scrutiny of the candidate and cross check with the references provided by the candidate.