I’m concerned. I have people who can do projects, but they’re not doing enough to make the projects shine.
It’s easy for business owners to get frustrated when they see employees not achieving their best. Owners need to draw the line on what’s acceptable and unacceptable. Address problems early before they turn into habits. Correct the situation, one way or another, for the good of the company.
If there is a supervisor between you and the employee, consult with them. Ask questions as you prepare to meet with the employee:
- Has there been skill development, coaching and supervision?
- Has there been any performance success?
- Is this a recent dip, or an ongoing problem?
- Is the employee in the right job?
Everyone is good at something. Find out what that something is for this employee, and whether it exists in your company, or not.
Keep a record of all employee problems and interventions. This will help you coach behavior and defend a termination if necessary. If you are concerned about having a witness, ask someone to join you who can be trusted to keep things confidential.
Take the employee to a location where you can talk without being interrupted or overheard by co-workers. Start by making it clear that behavior affects the business, as well as the employee’s future with the business. Don’t gloss over problems to avoid conflict.
Think of it this way: how would you feel if someone had a problem with your performance, and one day fired you, without ever warning that things might result in termination. Don’t assume that the employee “gets” the seriousness of the situation.
When it comes to motivating employees, there are lots of drivers: reward or recognition, fear of punishment, respect, pride, having a good working relationship with fellow employees. People are all different. Figure out what motivates each individual employee, and how to supply that need.
Recognize that many job related barriers can affect job performance. Find out if the employee:
- has a clear picture of what excellence looks like
- understands that there is a gap between where they are and the job goals
- has the time, resources or workspace to do the job properly
- is making excuses, versus presenting real obstacles and asking for help to develop solutions.
It also helps to recognize that a bad morning at home or a difficult trip to work can get in the way of an employee having a good day at work. Money problems, an illness or death, family or friend conflict, etc. can affect performance. It’s often difficult to shut out the larger world, and focus totally on work the minute one walks in the door.
Practice transitioning with employees. Arrive early and spend the first 5-10 minutes acclimating to the work environment. Get a cup of water. Walk around saying hello to co-workers. Take a look at the overall work space and schedule for the day. Settle in to the company’s rhythm. Try not to tackle anything big in the first few minutes.
When you meet with the employee, lay out a plan of action:
- set goals and timelines
- offer coaching, job shadowing, or demonstrations of what great performance looks like
- patiently and humanely discuss problems and ways to succeed
- review rewards and consequences
- be appreciative of progress
If a consequence is laid out on the table, be ready to enforce it. Follow through is essential. Remember, the ultimate power to effect change lies with you, the business owner. Use it.
If employee behavior does not improve, consider replacement. Employees who are consistently struggling or unmotivated can keep your business from reaching its goals and may discourage other employees from performing better. Even though finding a new employee is a lengthy process, the benefits of finding an employee who can excel at their job far outweighs the challenges of sticking with a consistently underperforming employee.
