Don't be too soft on low performance employees

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Don't be too soft on low-performance employees

a manager made great efforts to recruit a key information system expert from a large company. The company was full of enthusiasm for JG158 (2) 004 rubber powder polyphenyl particle external wall external insulation system and arranged work for him, but it was soon found that he was not competent. The manager tried to guide and help him, but his performance didn't improve

other colleagues came to the manager and suggested him to take action, but he hesitated. At this point, he realized that he had hired the wrong person, but he did not act because of guilt. He told the new employee that he would give him some time to look for a new job. But the new employee's performance is getting worse and worse. Finally, when an important customer left and other employees were demoralized, the manager dismissed him

the manager learned a costly lesson: "next time, I will not hesitate to take immediate measures."

look ahead and backward in dismissal, why

like this anxious manager, many business executives do not have the heart to face up to the work performance that does not meet the standard, let alone the situation of no performance. Employees with poor performance refer to those who make mistakes repeatedly, drive away customers and cause dissatisfaction and morale problems in the enterprise organization. High growth companies especially cannot tolerate employees with poor performance. They will weaken the strength of the team, leave a bad impression on potential customers and business partners, and exacerbate the negative impact on the company's overall productivity. As a manager, you must take measures to correct the situation

if you try your best to guide an employee, but he still makes the same mistakes repeatedly, or you lower your job expectations and standards, and he still fails to meet the requirements, then you should start to doubt your decision on his employment. Most managers realize their mistakes in hiring employees within three weeks or less, but usually decide to correct them after three months

there are various reasons for managers' hesitation. For example, they feel that admitting mistakes is an embarrassing thing; They feel guilty about the wrong hiring and can't bear to fire people who were full of expectations; They feel guilty for not clearly expressing their expectations of job performance when hiring employees; They fear or hate confrontation; They know that they have not done a good job in employee performance feedback and guidance; They are afraid that they have to go through expensive and time-consuming procedures again to find suitable personnel to replace the data and experimental machine for the impact test; They are afraid that they will not be able to handle the resignation notice

after reviewing these reasons, it is not difficult to see that if managers employ appropriate employees and conduct performance management through regular guidance and feedback to employees, they do not need to be fired frequently. Of course, if the team you take over is not hired or trained by you, the situation will be different. In this case, your reluctance to fire employees may be weakened, but if the underperforming employees in the team have not received corresponding guidance or outspoken feedback in the past, you need to be open enough to guide them

what to do before deciding to dismiss

before you plan to dismiss an employee, you should ask yourself whether you have treated the employee fairly: "have I made him aware of his poor performance and given him a chance to improve?" In other words, have you taken the following actions:

have you established clear performance expectations for this employee? This is related to your management level of employee performance. The effectiveness of using performance management techniques to retain the best employees depends on the degree of partnership you build with them. This kind of partnership is a relationship of common agreement between adults

do you give specific feedback to this employee on how his performance failed to reach the target?? A study shows that in 60% of the companies, the primary cause of performance problems is that the boss does not do enough or does not do well in the performance feedback to his subordinates. In a survey of more than 1000 employees in 79 companies, managers' feedback and coaching skills were consistently rated as mediocre. These results show that most managers are bad mentors, and their employees know this

whether the employee's performance data, events, performance feedback and the interview results of improvement evaluation are recorded in detail and systematically, and whether the employee is made aware of the existing problems and reach an agreement on how to solve the problems in the above evaluation interview? During the performance discussion, ask employees to evaluate their own performance. If the employee admits the problem, then you are not far from solving the problem; If the employee denies the problem, the employee will probably be indifferent to the constructive guidance

whether the employee is given a certain probation period or a deadline to improve performance as a last resort before dismissal? Once a manager told one of his employees that if he still couldn't finish his work project within 30 days, the company would dismiss him. As a result, the employee completed the task within the time limit. Therefore, ensure that employees are given enough time to improve

are you looking for ways other than dismissal? If you make a mistake in hiring an employee, it does not mean that the employee cannot effectively complete other work. The employee's unfitness for the job may be the real reason for his poor performance. Therefore, you can consider reassessing the employee's talents, motivation and interests. Maybe the job can be redesigned. Maybe there are other jobs in your field that can give full play to the employee's talents

do you have personal prejudice in performance evaluation because of the employee's age, gender, education level, marital status and other factors?? If you can't get along with your employees because of personality differences or other factors, you should consider transferring the employee to a manager who may be more agreeable

what do you think after you have done your utmost? Occupy an important position in the field of building energy-saving materials:

assuming that you have more than once and frankly fed back the poor work performance to the employee, instructed him on how to improve, established specific performance goals for him, recorded his failure to improve performance, and considered the solution of not firing, but to no avail, then your final choice is to fire him. Before you take measures, you should turn these thoughts in your mind:

first of all, you should feel at ease about your decision. It is an iron fact that this employee still fails to meet your expectations. Even if you have taken part in the wrong employment, or feel guilty for allowing the wrong situation to last for so long, you still know that for the sake of the company, for the sake of other important employees you want to keep, and for the sake of this employee, you must make a decision to change the selection of constant or alternating laboratory boxes

you are out of "hard hearted love". On the one hand, we will never compromise the principle of high standards; on the other hand, we will care about the employees who are flesh and blood individuals. He may be very talented, but this job is not for him. If this is the case, it is not caring for him to keep him in an unsuitable position. You are correcting your mistakes. Tell him the truth and maintain a caring relationship

even if you feel at ease, it does not mean that you are willing. The manager dismisses the employee for whatever reason, which is the most worrying and annoying thing, but it has to be done. There are many annoying factors. You not only take away the employee's source of livelihood, but also the way you do so will affect other members of the organization, including the employees you most want to retain

it's important to keep your goal in mind: eliminate bad performance and behavior. Before you can effectively discipline an employee or take corrective actions, you must show that you genuinely care about his well-being and success. The assessment procedure is based on the principle of "goal promotes behavior and results sustain behavior"

the original text is extracted from the book keeping the people who keep you in business written by Leigh Branham, which was published by AMACOM, the American Management Association Press in New York. The author registered the copyright in 2001. Translated by Huang Xi

if you want to purchase the English version of the book, please contact McGraw Hill Education in Singapore. (end)

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