Page 17 - DRG HR HANDBOOK- Nikita Pillay
P. 17
An employee does not know whether they are doing STEP 2 – Assess and analyse the problem
a good job because there is no counselling or
The employer should determine:
feedback on their performance
How serious the problem is
Lack of personal motivation, low morale in the
How long the problem has existed
workplace and/or poor work environment
How wide the gap is between what is expected
Personal issues such as family stress, physical and what is being delivered
and/or mental health problems or problems with
Once the problem has been identified and assessed, the
drugs or alcohol
employer should organise a meeting with the employee
Cultural misunderstandings to discuss the problem. The employer should let the
Workplace bullying. employee know the purpose of the meeting in advance
so they can adequately prepare for the meeting. The
WAS IT THE EMPLOYEE’S FAULT THAT
employee should be allowed to bring a support person
THE PERFORMANCE STANDARD WAS
of their choice or a union representative to the meeting.
NOT MET?
STEP 3 – Meet with the employee to discuss the
Dismissal will probably be adjudged to be unfair if the problem
reason for the poor performance was that:
It is important that the meeting takes place in private
The employer had failed to provide the employee and in an environment that is comfortable and non-
with materials threatening, away from distractions and interruptions.
Equipment was faulty The employer should begin by holding a discussion with
the employee to explain the problem in specific terms.
Required training had not been given
The employer’s product was not in demand From this conversation, the employee should be able to
clearly understand:
Some other reason beyond the employee’s control.
What the problem is
An effective Performance Management process establishes
Why it is a problem
the groundwork for excellence by:
How it impacts on the workplace
Linking individual employee objectives with the
Why there is a concern
organisation’s mission and strategic plans. The
employee has a clear concept on how they The employer should discuss the outcomes they wish to
contribute to the achievement the overall business achieve from the meeting.
objective
The meeting should be an open discussion and the
Focusing on setting clear performance objectives employee should have an opportunity to have their point
and expectations using results, actions and of view heard and duly considered. The employer should
behaviours listen to the explanation of why the problem has occurred
or to any other comments the employee makes.
Defining clear development plans as part of the
process When having this type of meeting, it may be useful in
Conducting regular discussions throughout facilitating discussion to refer to recent positive things
that the employee has done to show them that you also
the performance cycle which include such
recognise and appreciate their strengths.
things as coaching, mentoring, feedback,
and assessment Key points for employers to remember when holding the
meeting are to:
STEP BY STEP GUIDE TO MANAGING
Talk about the issue and not the person
POOR PERFORMANCE
Explore the reasons why there is an issue
STEP 1 – Identify the problem
Clarify details
It is important to understand the key drivers of performance Stay relaxed and encouraging
or poor performance within the workforce. It is also Summarise to check your
17
important to identify the problem specifically. understanding of the situation.
