The problem with instituting programmes for poor performers
- Published on 2 Oct 2013
- Nadira Mahomed
Almost every organisation has some sort of programme, in place for non-performing employees, which is aimed at trying to improve their performance through means such as training and coaching. It is usually a formal process that is documented so that it complies with the Labour Relations Act (LRA) to show that the employee has been given guidance and an opportunity to meet specific performance standards. If the employee fails to meet these standards after a sufficient time, they may be dismissed. This type of programme sounds good in theory but has a number of fundamental flaws in practice.
Such a programme is meant to ensure that the employee gets a fair opportunity to improve his or her performance. But every programme, process and procedure is only as good as how it is implemented. And performance management processes tend to be mechanically applied. If an employee is performing poorly he is automatically placed on performance management.
The LRA also requires that reasons for poor performance are investigated and while an employer or manager may have an understanding of the reasons for poor performance, the employee is almost always placed on performance management no matter what the reason.
Let’s look at an example.
Mr Smith has his quarterly performance appraisal which reveals that he is a poor performer. He cites family issues and is willing to accept a demotion that will allow him to move closer to his family. His request is denied because company policy states that a poor performer cannot be transferred. Instead, he is placed on performance management.
Despite identifying possible reasons for Mr Smith's poor performance and a possible alternative that would deal with or eliminate the reasons for his poor performance, he is still placed on the company’s performance management programme. In this situation, additional guidance, support and training is unlikely to help Mr Smith improve his performance:
- Not only will Mr Smith not benefit performance management programme, there is the possibility that he will be dismissed after the performance management period.
- Moreover, his self-esteem and stress levels are also likely to suffer which increases the likelihood that he will be disengaged and unhappy.
3 Steps to improve your performance management system
1. Formalise the process for investigating and identifying reasons for poor performance. Often steps taken to identify reasons for poor performance and the reasons themselves are not documented.
2. Hold managers accountable. Managers must be able to explain how the steps they are taking will address the reasons identified in the point above.
3. Measure and monitor. Monitor the success rates of your performance management programme. If 80% of employees placed on the programme are not improving and are dismissed then it is not working for the organisation. There may be problems with the programme itself, how it’s implemented or even other processes such recruitment. Whatever the case, it provides an opportunity for the organisation to adjust and improve.
The purpose of identifying reasons for poor performance is to ensure that appropriate steps are applied to improve an employee's performance. Unfortunately, organisations’ performance management programmes have come to be seen as THE step/solution for dealing with poorly performing employees: while such a programme complies with legislation it does not indicate the quality of the guidance and support given to employee in reaching the set performance standards. The steps taken must address the reasons for poor performance otherwise your organisation is wasting both time and resources, which is likely to have a negative impact on your organisation and employees.
