When performance falls short of expectations
There are many reasons why people's performance sometimes falls short of expectations and a variety of actions that managers can take to rectify the situation and generate a positive outcome all round. However, each situation needs to be judged on its own merits and personal knowledge of what works best for different people will also need to be taken into account when deciding on the right course of action.
There are a variety of options to address a performance issue; training, coaching, counselling and formal capability action. If in doubt, it is best to consult the
HR Employee Relations Team.
When thinking about how to address poor performance, you will need to uncover the cause. It may help to consider the following:
- Previously demonstrated ability - Has the person previously demonstrated an ability to perform to the required standards?
- Review - performance standards - Does the person clearly understand what is required of them? Do they have a performance standard? Are objectives and measures clear and are they descriptive of what is sought? Have discussions about performance already been herd?
- Review personal factors - What external factors may be affecting the person? Is a lack of resources giving them frustration? Are objectives unclear or priorities changing therefore causing apathy or confusion? Are there interruptions and distractions, self-made or imposed, pointing to lack of concentration/interest? Are University policies/procedures impeding performance? Is your management style appropriate? Relationships with others? Job design not appropriate? Domestic/personal issues?
- Review motivation factors - Does the person want to succeed in their job? Do they feel able to use their talents? Does the behaviour required of them conflict with their values? Are their needs being satisfied? Are they aware of the consequences of continued under performance? Do they need more praise/recognition of their efforts? Is reward linked to performance? Is the job appropriate for this person?
- Review training issues - Does the person know how to do the job? Have they got the right knowledge and skills? Is there a need for on the job training; skills courses; guided experiences? Do they have background knowledge?
- Review coaching issues - Does the person need coaching and support? If they do, set goals, agree reality of current performance, explore options, decide on action, establish willingness, then observe the person carrying out activities or demonstrating how to use the skill. Praise and encourage the person's efforts at improvement.
Improving Performance
If it is identified that an individual is under performing, the manager/appraiser can use the ADC process to document this and set the necessary improvement objectives. This could happen at any time during the review year and the manager/appraiser should not wait to the formal ADC at the end of the year to raise issues if they have been identified beforehand.
If under performance is identified, the manager/appraiser must:
- Collate the appropriate evidence to demonstrate to the member of staff that their performance is not at the required standard.
- Inform and demonstrate to the member of staff that their performance level is unsatisfactory.
- Document the evidence and agreements that performance is not at the required standard.
- Document and set objectives for required improvement and agree an appropriate plan to meet them (development needs, change of focus, clearer performance expectations).
- Set and agree a realistic review period for improvement contained within the objectives set.
- Inform the member of staff that if improvement is not made it could end up in a formal capability process relating to under performance.
Improved Performance
If the cause has been diagnosed and addressed and performance has improved and been demonstrated then no further action is necessary.
Consider Formal Action
If performance has not improved informally, despite every effort, or the individual repeatedly drops into periods of underperformance, then formal action should then be considered, but before taking action check:
- That you are familiar with the relevant policies and procedures on managing under performance.
- That you have explored all other alternatives and have documented evidence that you have.
- That formal action is reasonable - is formal action what the person can reasonably expect in the situation? Have precedents been set in similar situations? Is the person being treated objectively? Is the person being victimised or made an example of?
You should refer to the Capability Policy.