Managing Underperformance
The university is committed to helping managers use best practices and university guidelines when addressing employee performance. Managers should give ongoing and constructive feedback regarding how employees are meeting performance expectations. On occasion, a supervisor may need to address an employee’s unsatisfactory performance, or conduct, in one or more area(s). Addressing underperformance as soon as it is recognized allows the employee the opportunity to improve performance or correct actions and behaviors. Early communication and feedback are crucial ways to prevent future performance problems.
What is underperformance?
- A failure to perform the duties to the standard required
- Non-compliance with University policies, rules or procedures
- Disruptive or negative behavior that impacts work team
Although it is understandable that performance and misconduct may be interrelated, it is important to be able to differentiate between the two. Misconduct is generally a failure to follow a workplace rule (written or unwritten). Examples of misconduct include a pattern of lateness and absenteeism, insubordination and dishonesty.
Underperformance, on the other hand, is the failure of a staff member to do the job at an acceptable level.
Managing Underperformance
The following process encourages employees who are not meeting expectations to improve their performance with the ultimate goal that they will begin to flourish. The steps below promote clear communication between supervisors and employees about job expectations and fulfillment of those expectations as related to job performance, attendance and conduct. This approach to performance helps managers, and employees, create a development plan to facilitate individual performance improvement and ultimately, organizational improvement in support of our mission.
When issues concerning underperformance are managed both appropriately and sensitively, it can lead to healthy and productive outcomes that benefit the entire workplace. The employee relations and labor relations team provide advising on performance management and should be contacted early in the process of managing underperformance. Similarly, employees are encouraged to be in touch with Human Resources (or union representatives) if they are struggling with their performance.
Documentation
A record of any action step taken in this process should be maintained by the supervisor. Documenting expectations, feedback and progress to employees by email after a discussion will also confirm the details of a discussion or progress and serve as documentation for the employee.
Step 1 - Identify the problem
It is important to understand the reasons why an employee may be underperforming. Identifying the source is the first step in resolving the gap between expected and actual performance.
Reasons for underperformance:
- An employee doesn't know what is expected because goals, specific expectations or policies and consequences are not clear (or have not been set).
- There is a mismatch between an employee's capabilities and their role. The employee does not have the knowledge or skills to do the job expected of them.
- An employee does not know if they are doing a good job because there is no coaching or feedback provided on their performance.
- Lack of personal motivation, low morale and/or problematic work environment.
Step 2 - Analyze the problem
The supervisor should objectively assess the performance gap. It is critical to understand if the employee clearly understands what is expected of them and has been given the training/support to help them meet the expectation(s).
- Identify how serious the problem is
- Identify how long the problem has existed, and
- How wide the gap is between what is expected and what is being delivered.
- Review the job description, make sure the expectations are officially part of the job.
Once the problem has been identified and assessed, the supervisor should schedule a meeting with the employee to discuss the concern. The supervisor should let the employee know the purpose of the meeting in advance so they can adequately prepare for the meeting.
Step 3 - Meet with the employee to discuss the problem
It is important that the meeting takes place in a private, comfortable, and non-threatening environment, away from distractions and interruptions. Make sure in a remote environment that the parameters are suitable for this discussion.
The manager should begin by explaining the problem in specific terms. From this conversation, the employee should be able to clearly understand:
- What the problem is
- Why it is a problem
- How it impacts the workplace
- What actions would need to be taken to remedy the problem
The meeting should be an open and honest discussion, and the supervisor, and employee, should have an opportunity to have both of their points of view heard and duly considered. The supervisor should listen to the explanation of why the problem has occurred and to any other comments the employee makes. When having this type of meeting, it is important to present a balanced perspective and also to comment on strengths as well as development needs.
Tips for a productive conversation:
- Talk about the issue and not the person
- Explore the reasons why there is an issue
- Clarify details and answer questions
- Practice active listening
Immediately after the meeting, the manager should make a dated note to document the discussion and any assistance offered. If sharing the note will help confirm a mutual understanding of the matters discussed, supervisors should share it with the staff member.
Step 4 - Learning and development solutions
Where possible, it is important that a solution is jointly devised with the employee. An employee who has contributed to, and shared commitment to a solution, will be more likely to accept and act on it.
When working out a solution, the supervisor should consider a variety of support; including further training, mentoring, or flexible working arrangements. The resulting action plan should be concrete and measurable. Follow up by documenting the shared understanding of the expectations in an email to the employee.
A date should be set for another meeting with the employee to review progress and discuss the employee's performance against the agreed upon action plan. These discussions should happen frequently and at a minimum, on a weekly basis.
Step 5 - Monitor performance
The manager should check in with the employee frequently, monitor the employee's performance and continue to provide written and verbal feedback and encouragement.
A meeting to review and discuss the employee's progress should be held even if there is no longer an issue. This enables both parties to acknowledge that the issue has been resolved. The manager should provide ongoing constructive feedback to the employee and should work with the employee to ensure that performance improvements are sustained.
It is difficult to master the art of giving constructive feedback. Even the most experienced managers have a tendency to avoid direct and specific language and need coaching to have difficult conversations and productive conflict. Growth and development should be part of every employee's goals- giving feedback so employees can make necessary adjustments to their work should be a part of a healthy and constructive work relationship.
Step 6 - Performance Improvement Plan
More serious action may need to be taken if the employee's performance does not improve including further counseling, documentation and the use of a formal Performance Improvement Plan (PIP) in MyDay. A member of the HR employee relations team or strategic partner will advise management and consultation on the PIP process.
Performance Improvement Plans should only be utilized after all the steps outlined above have been unsuccessfully used to address underperformance.