Saving sub-standard employees: The door isn't always the answer

Companies employ people with high hopes that they will work out, but sometimes they don't. It's often better, however, (for both parties) to try to save them, rather than sack them. (Image: Wikimedia Commons)

At some point in their career, all managers come across employees who demonstrate sub-standard performance. Sub-standard performance, however, does not always equate "bad employee", nor does it necessitate termination.

Many times poor performance is a simple matter of a personal issue that is interfering with job performance; at other times it is only a question of better communication or training.

In fact, there could be a number of issues presenting that could be causing a perfectly capable, intelligent, hard working person to perform badly at work.

• Office politics poisoning the work environment and causing stress
• Substandard physical conditions such as poor lighting or ergonomic office furniture
• Personal problems relating to finances or relationships
• Family problems
• Health issues
• Poor training
• Poor communication of managerial expectations

So how can you save sub-standard employees rather than go through the emotional or financial cost of firing one?

There are a number of areas you can look at and on which you can act.

Communication

It is probably fair to say that most people are not mind readers. Unless we clearly communicate what is needed or desired of an employee's performance on the job, it is unfair to have expectations of them.

Effective communication entails both speaking and listening. Managers must clearly state their expectations to employees and listen for feedback in order to ascertain that they have been understood. When you paint a picture of what your expectations look like; when expectations are clearly communicated and met with acknowledgement, understanding and agreement, then it can be said that effective communication has transpired.

Positive reinforcement

Progress recognition is imperative to grooming employees toward stellar performance.

Many managers have the mindset that the paycheque is appreciation enough for an employee's performance; they don't understand that verbal recognition goes a very long way toward making an employee feel valued and thus motivates performance. Positive recognition should be frequent but random; if given too often or without sincerity, the method loses its value.

Recognise that progress rather than perfection is the goal and communicate that to your employees. Reward small victories but make sure that rewards are congruent with behaviour or performance.

Expect more to get more

We often get what we expect; some even claim it's a universal law. When you have higher expectations, and communicate those to your employees, you will often find that you are met with effort and enthusiasm.

When lower-performing employees are given more responsibility, a surprising number step up to exceed expectations; the simple act of believing in someone's ability to perform often has the effect of instilling in them confidence, self esteem, pride and enthusiasm for their own job performance.

You can also consider training lower level employees to train new employees. This gives them a higher sense of responsibility and value, thus compelling them to act accordingly. Underachievers who are given leadership roles often gain a better attitude, and their productivity improves considerably.

Teamwork goes a long way

The team member approach often works wonders in helping to turn around the performance of underachieving employees because it gives them a sense of inclusion. When drawn into units they are often feel they have a purpose or responsibility that goes beyond them.

Arguably an employee's emotional connection with the company has a direct effect on company profits. If they don't care what happens to the company, they'll likely not perform well, just suiting up to show up and go through the motions.

Let's face it. No one likes the performance review that results in termination. Neither the HR professional nor the employee; using a positive approach to help employees improve saves everyone from having to deal with a negative situation.