Dealing with under-performing employees is one of the biggest challenges of a leader.
When faced with this situation, we need to figure out: Is this a talent issue, a training issue, a management issue, a motivation issue, or more likely – a combination. Often “Performance Improvement Plans” – PIPs – are used in this situation. Here are some ideas on how to use them effectively, based on an article from Harvard Business Review.
First, ask yourself the following questions:
- Can you imagine this employee someday as a high performer?
- Have you checked out all possible extenuating circumstances?
- Have you given yourself a “management checkup” to be sure you are managing them well? My favorite is the Gallup Q-12, which you can check out here.
- Have you given them time to improve as a result of your routine management process – which includes seeing clear expectations and providing feedback?
- Have you asked for some third-party co-workers to give you feedback on the situation?
Once you can say YES to these things, then it is time to approach the employee about a PIP.
1.) Begin with a positive attitude. “Rob, we have discussed the fact that you are not meeting expectations in certain areas of your responsibility. We now need to create a more formal process that is designed to support you in being the high performer I believe that you can be.”
2.) Look for root causes. Design a training program for the person that addresses the specific root causes of the performance issue.
3.) Focus on the future. Don’t bring up the past or this will feel punitive.
4.) Set clear expectations with a timeline. Make sure that these are in writing and clearly understood.
5.) Provide ongoing feedback. Stay in communication about how the process is going and discuss their performance compared to the expectations.
Performance Improvement Plans are typically for about six months, maybe longer. At the end of the agreed upon time, you need to make a decision. If the employee is clearly not meeting expectations, then a change needs to be made.
However, if they are highly motivated, with values that match your organization, then you might consider that this is a “talent” problem. That is not a reason to keep them in their current job. But, it might be a reason for you to find a role in the organization that is a better fit for their talent. This should not be confused with “unloading a problem.” It should only be done if you sincerely think they would be a good fit elsewhere.
Otherwise, you need to let the employee go – as humanely as possible. Remember that their hiring is a shared responsibility. Your organization thought they would be great at this job. Hopefully they will find a good fit elsewhere.
*Ideas for this blog taken from: Davey, L. “When a Performance Plan Could Help Your Employee,” Harvard Business Review online, November 6, 2024.
