Performance Management for Low Employee Performance April 10, 2007 by Edra Pinckney Employee Relations Consultant (843) Human Resources Management The Medical University of South Carolina

Objectives Identify low-performance factors Identify principles and practices to support performance improvement

Position Description Accuracy 1. What does the employee do? 2. How does the employee perform the job? 3. Why does the employee perform the job? 4. What qualifications are required to perform the job?

Good Goals are S.M.A.R.T. Specific: Able to be clearly stated and direct Measurable: Able to tell when completed Attainable: Appears realistic to employee Relevant: To the unit or organization Time bound: Have a sense of scope and likely timeframe for completion

Performance Tracking Visual Observation Supervisor notes Employee work logs Periodic meetings with employee User or customer feedback Written progress reports EGO file

On-Going Communication Continuous supervisor/employee communication Informal mid-year review Management of substandard performance if necessary

On-going communication allows supervisors and managers to Monitor activities. 2. Clarify expectations. 3. Communicate and train. 4. Correct performance problems. 5. Compliment and thank employees for positive performance.

Productive Supervisory Behaviors 1. Get to know your employees 2. Set reasonable expectations 3. Model expected behaviors 4. Delegate effectively 5. Build cooperation and teamwork 6. Remain positive and calm under stress 7. Be consistent in approach and attitude

Benefits of Positive Feedback Employees are motivated to repeat “good” performance Employees motivated to perform other duties in similar manner Builds supervisor and employee trust Employees less likely to be defensive Future discussions are easier

When an employee is NOT meeting expectations: Give feedback as soon as the performance deficiency occurs Discuss in private Keep discussions informal Document performances

Constructive Feedback Be specific about the job performance Be specific about the effects of performance on you or your department’s work Describe your personal feelings about the performance issue and its effect on your work

Feedback (Counseling) Failure 1. Rumors, assumptions, hearsay 2. “Wings It” 3. Personal criticism 4. Yes, but….. 5. Deals in generalities 6. Allows the “blame game” 7. Doesn’t follow-up the corrective action

Feedback Pitfalls Arguing/Becoming Defensive Dwelling on Past Deficiencies Discussing Personality Traits Comparing Employees Interrupting Employees

Steps to avoid the Warning Stage 1. Once the supervisor is aware the employee is not performing at “meets” level, he should meet with the employee to discuss the performance. 2. Conduct coaching and counseling sessions.

Substandard Performance Improvement Plan A designated time period an employee is given to improve performance prior to the formal evaluation.

Substandard Performance Benefits Prioritizes employees duties/responsibilities Salvages a good employee Provides additional training opportunities Maintains on-going communication Provides supervisor with required documentation for termination if necessary

Supervisor Self-Questions 1. Are my expectations clear, reasonable, fair? Why do I think so? 2. Is training adequate to perform the job. How do I know?

Official Warning Notice of Substandard Performance Must be in writing (with current PD) List job duties/objectives List improvement plan Establish regular counseling sessions Indicate performance period time frame List consequences Include signatures MEET APPRAISAL DEADLINE

E.P.M.S. Expect and Exhibit Positive Performance Maintenance from Supervisors