how & what do you do to improve underachieving staff?

Answer 1

I like your question, right up my street. If the business needs can stand it you fire one at random, or to be honest you fire the one you like least. Then tell everyone else that they were fired as a business requirement due to the fact they were under achieving. Sit back and watch what happens next! You will be impressed.

Answer 2

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Answer 3

Give them work that plays to their strengths and interests.
Try to create an environment where it is fun to work - and where employees are given an opportunity to influence the way their department is run.
Very important - pay them a competitive salary.

If they dislike their job then there is probably little you can do - you should have seen this at interview and not offered them the job in the first place.

Good luck!

Answer 4

One of the the is to asess your employees work on an individual basis so you can know who is performing and who isn't.
The other way you could do it is by setting targets and giving the staff a bonus incase it is met

Answer 5

You need to find out why they are underachieving. There may be an underlying problem?? Are your staff made to feel appreciated?

Answer 6

Individual assessments

Individual goals

Incentive system

Stricter supervision

Answer 7

General unperformance

Stage 1:
Have a friendly chat, let them know that things aren't great and if there's anything that you can do to help

Record date and time of conversation and outcome.

Stage two: After no improvement/reduced performance
Have another conversation; followed up by writing. Potential for a verbal warning

Record date and time of conversation and outcome. Keep signed copy of letter.

Stage three: 1st written warning
Bring them in for a meeting, maybe with somebody from their union. Make sure you have somebody from HR or at least somebody to make notes.

Inform them offically they they are under performing, again query what they need to perform better and/or what they are doing about it after your previous chat.

Express a desire to keep them in the organisation but, if they continue to under perform, you will be forced to take action.

Record date and time of conversation and outcome. Keep signed copy of letter. Disseminate notes of meetings to all who attended with chance for comment.

Stage four: Final written warning
Bring them in for a meeting, maybe with somebody from their union. Make sure you have somebody from HR or at least somebody to make notes.

Record date and time of conversation and outcome. Disseminate notes from any meetings to all that attended.

Inform them that they are under performing, again query what they need to perform better and/or what they are doing about it after your previous chat. Issue final written warning (If you feel it's appropriate), follow up in writing.

Express a desire to keep them in the organisation but, if they continue to under perform they will be sacked..

Stage five: Sacking
Bring them in for a meeting, maybe with somebody from their union. Make sure you have somebody from HR or at least somebody to make notes.

Record date and time of conversation and outcome. Disseminate notes to all who attended meetings.

Review the previous meetings, detailing the efforts that you have made to assist and their continued under performance. Then sack them. Follow in writing to employee.

The key thing is;

a) let them know that they are underperforming
b) they may need help - do what you can to help them
c) document, date and time conversations, meetings, e-mails; keep all letters, etc. and assume that they are doing the same,
d) 5 stages have been detailed but, depending on the severity of the underperformance, you can bypass stages. If they were to loose £1m, then you wouldn't just have a friendly chat for example.
e) Very rarely should you go straight to sacking however - that;; take you straight to an industrial tribunal.
f) be fair and equitable
g) the timeframe again may vary. But if you had a friendly chat last year, then don't go to a verbal warning as a next step - have another friendly chat. Should they have been on a final warning this time last year; well - review that final warning with them and tell them to get their head straight - don't go straight to sacking unless it really warrants it.
h) produce a disciplinary procedure and let people know what it is.
i) document time and date of underperformance and any evidence that is appropriate

A lot of this is about common sense as well as communication both with the employee and the Union Rep, and where possible - get a HR expert advise if possible.

If you're not very good at confrontation; get somebody in to assist you in managing the meeting. Be frank about this issue - otherwise the Union Rep may have a field day.

This may seem like a long process (and it is) but follow it properly and they won't have a leg to stand on. And remember, underperformance isn't just about not doing the job right, it's also about attitude; time keeping; appearance. etc.

Answer 8

Make the targets more reasonable.

Answer 9

What is under performance?

Under performance occurs when actual performance of an individual does not meet the expectations mutually agreed between them and their manager.

Why manage under performance?

Managing under performance is a key part of a manager responsibility, and failure to address under performance can have a significant long-term impact on the morale of the individual and the overall achievement of goals.
• Failing to address under performance sends a clear message to other staff members that they need not meet the performance expectations of their manager.
• Under performance usually only gets worse over time – rarely does it correct itself without action on the part of the manager.
• Taking action against one individual does not lower morale with other individuals. In fact, the opposite is true. Often taking action leads to a more productive work environment.
• Constructive feedback given early and regularly often leads to performance improvement and eliminates the need to consider more formal action.

The best way for a manager to handle poor performance issues is to take action to avoid performance problems before they occur. Ensuring the following are in place will support this approach:

Ensure the individual clearly understands their role definition
Ensure the individual has a copy of the current copy of their role definition (available via the role definition data base), and they understand what is expected of them. When an individual is new to a role ensure they are provided with a comprehensive induction into the role.

Clear objectives

Ensure that clear business and development objectives have been mutually agreed upon through the performance review process and that the individual understands what needs to be achieved. For further information on objective setting please click here.

Adequate development is provided

Managers should work with individuals to ensure they are clear on their development objectives and that the PDP is regularly reviewed and aligned to deliver the development that is required for success. For further information on development planning please click here.

No surprises

Any significant concerns about an individual’s performance should be drawn to their attention at the time the concern arises, rather than waiting until the annual formal performance review. It is poor practice to use the performance review discussion as a first means of expressing concern about individual’s performance. Constructive feedback and support needs to be provided on an ongoing basis.

Regular constructive feedback

Ensure that individuals are provided with regular, constructive feedback. For a guide on providing feedback please click here.
Rewarding and recognising good performance
Reward and recognition is another way to clarify expectations by focussing on good or outstanding performance throughout the team. Of course, if managers are not confronting the under performance issue they are simply seen to be rewarding and recognising under performance. For a guide on reward and recognition please click here.

Meeting to address under performance

The individual must be given an opportunity to respond to concerns about continued under performance. Managers should ensure that they have shown the individual where their performance is below the standard expected and that performance improvement objectives have been set and monitored for an agreed period of time.

Written records of the under performance meeting

Ensure that clear and accurate actions are documented after the meeting. The individual should be given a copy of these actions with timelines and be clear on desired outcomes – this way there can be no confusion.

Other possible factors

Encourage the individual to suggest any other possible causes outside of the workplace that may be contributing to the poor performance.


Conducting a Performance Improvement Discussion

Before any formal processes are followed, managers should provide coaching, training or mentoring to support the individual to improve their performance. Prior to the discussion managers should considering the reasons for under performance which include ability, motivation and knowledge and skills. Below is a model to help diagnose under performance.

Consider the following as reasons why an individual is not performing. Managers should think about the impact of these reasons and how they can help prior to discussing with the individual. The reasons could include the individuals feeling or thinking………………………….
•They don’t know why
•They don’t know how
•They don’t know what
•They have lost focus
•They think they have a better way
•They don’t like the manager’s way
•They have other priorities
•There is no reward
•They don’t realise they are not doing it
•They are rewarded for not doing it
•They are afraid to do it
•Their mistakes are not drawn to their attention
•Barriers exist that are beyond their control
•They can’t do it
•They have personal problems
•It is impossible
•It is the manager’s job
•Colleagues prevent performance
•Correct/appropriate performance is not recognised
•The tasks delegated contradict each other

Outlined below are a number of steps that will assist managers in framing a discussion aimed at supporting the individual to improve their performance. Managers should make use of coaching questions when discussing performance and encourage the individual to find constructive solutions. For a guide on coaching please click here.

StepsQuestions to ask
Be directThe purpose of this meeting is…
State why you are having this conversationI have a concern about….
I have noticed that……..
We agreed at your last formal performance development meeting……and these are not being met…..
Describe what you know (focus on facts, not opinions, specific behaviours, outcomes, or personality)When I found out, I looked into the issue by….
The facts are……
I have noticed that………
The report states that……
Describe the consequences of the continued under performance or inappropriate behaviour
If this continues, then the consequences for the department/work team are…
Looked at from the customer’s point of view…
This type of behaviour is in contrast to the Reuters FAST values…….
Describe your response
I am concerned that if this keeps occurring…
I do not think it reasonable that…
Encourage the staff member to give their side of the storyIs that the way you see it…?
Why do you think this is happening…?
When did you realise this…?
What can you do to make things better?
What is getting in the way of your work?
What can I do to support you?
What other help might you need?
Ask questions to clarify what the person is sayingAnd then what happened?
Who said that…?
How long has…?
If you did that, then why did…?
What evidence do you have to support that .?
What has prevented you from mentioning this before?
Have I understood correctly that you think / feel …?
So, to summarise … is that right?
Decide what specific actions need to be taken and agree with the individual on an action planCan we agree that before our next meeting…you will…and I will….
Summarise the conversation and arrange to follow upI want to recap the main points….
Can we meet again on…to discuss your progress against the action points we have agreed on?
I will confirm the action points to you in writing.
Follow up
Provide ongoing coaching and constructive feedback.
Review and document progress regularly.
Support constructive efforts.
Praise improvements.




Tips for the manager in Running an effective Performance Improvement Discussion
•Conduct the discussion in a private place.
•Arrange adequate time. Don’t rush the meeting.
•Clearly state performance expectations and seek confirmation that the staff member understands those expectations.
•Always maintain a constructive tone, along with a calm and professional manner.
•Seek cooperation, NOT confrontation.
•Remember that your goal is to support the individual to improve their performance, not to win an argument with them.
•Try to end the session on a positive note by emphasising that your goal is to support the staff member to improve their performance.

Answer 10

1 grumbling voice can be infectious.