99 Interviews: Holding a Formal Conversation
shortfalls need action. Avoiding the
issue will not make it go
away.
What you may see as poor performance is not necessarily the
jobholder’s fault. In fact, it’s unrewarding to think in terms of
blame or fault if you detect poor performance. Of course, it may
be
a genuine case of misconduct; but the circumstances of poor
performance are likely to be more complex. An effective manager
will look deeper and not jump to conclusions.
First, establish the gap. What is the standard that isn’t being
met?
Is the gap sufficient enough, and consistent enough, to
warrant action?
Now establish possible reasons for the gap in achievement.
There are three main reasons why jobholders can under-
perform:
• Domestic circumstances
. They may be in poor health or
suffering some emotional instability, owing to family or
personal problems.
• Poor management
. The job has not been sufficiently
explained. Planning has been poor. The job may have
changed in ways that don’t make sense to the jobholder.
Resources may be lacking. Discipline may be slack.
Physical conditions may make working to standard very
difficult. You may be managing the job poorly – as may
another manager.
• Lack of organisational ‘fit’
. The jobholder may be
unhappy in the team, or the team unhappy with the
jobholder. So-called ‘personality clashes’ may be getting
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