We recently wrote an article on tackling under-performing staff for a local business title. And by sticking to 10 top tips, we made it pretty snappy.

But this week I was asked a different question – what’s the most common mistake you see in dealing with under performers.

Our job at Calibre HR & Training is to stop you getting these things wrong – and that’s what we do. But we do get calls from employers on the verge of making a mistake (sometimes multiple mistakes).

So the answer? It is number two on our top tips (see below for the full article). Organisations ignore things until they eventually become a much bigger issue (and one that could have been avoided). Or they jump too quickly to the formal route without dealing with the issues effectively at the informal stage.

For more on managing performance see our Performance Management Factsheet. If you haven’t already signed up, it only takes a few seconds and then you can download all of our HR factsheets. If you could be on the verge of mistaking a similar mistake don’t forget our Pay As You Go HR advice line.

And here’s our top ten tips

Consistent approach – adopt a uniform approach based on a published disciplinary procedure and avoid picking on specific groups for anything other than justified performance issues.

Stay on top of issues – deal with minor day-to-day performance issues informally and instigate a formal procedure only where problems escalate or persist.

Remember your goal – focus on your primary aim which should be to achieve an improvement, not dismissal.

Investigate fully – if formal action becomes necessary, investigate underlying reasons for the individual’s poor performance and give them an opportunity to explain it.

Remember the Acas Code – ensure you comply with the requirements of the new Acas Code on disciplinary procedures.

Set out improvement targets – agree the improvement needed with the employee concerned and the timescale in which this must be achieved.

Help them achieve targets – provide additional support, supervision and training as necessary; your aim is to help individuals reach the required standard of performance.

Consider all options – where the employee is unable to reach the required standard, follow your disciplinary procedure, increasing the level of sanction if they are not achieving the required levels of performance. Where they do not reach required standards, consider redeployment as an alternative to dismissal.

Give right to appeal – where you decide to dismiss, offer the employee the right to appeal.

Keep records – take notes and keep records of the process so you can demonstrate the fairness of any eventual dismissal.

Tags: HR management, performance management
Posted by steve walker
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