When I ask people managers what part of their role they enjoy the least, it is really common to hear them refer to performance management and more specifically dealing with any under-performance that needs to be addressed.
There is just something about needing to ‘point something out’ or ‘tell someone that they are not doing great’ that makes us uncomfortable. We all naturally want to be liked and have a well-functioning team where everyone is happy and so just the prospect of something getting in the way of this makes us want to avoid it at all cost.
Wouldn’t you just love to have a team of well-behaved fantastic performers who make your life a joy each day you are at work?
This could be called a ‘manager’s dream’ but the reality is often quite the opposite. You are busy with work, have targets to hit and objectives to achieve and then there is your team. Some are doing their job and doing it well, others might even be exceeding your expectations and then there are those that just always create issues or do not perform to the level that you’d like them to.
There are times when an employee/employer relationship just can’t move forward. It’s not a position than anyone wants to find themselves in but it does happen and the business needs to understand what the options are in this scenario.
A settlement agreement is something that can be considered and in this blog post we’ll look at some of the scenarios when such an agreement may be worth considering.
We have all seen poor performance in the workplace and when it’s your responsibility to deal with it then it can be quite daunting. Managing poor performance is always a challenge and even more so when someone who used to be a star performer or just good at their job, gradually allows their performance to decline to a level of being no longer acceptable.
Whilst each situation is different, there are some key principles that each people manager can apply when managing poor performance.
Performance appraisals tend to be something businesses either embrace, ignore or conduct in a fairly half-hearted manner because they know they should do them but don’t really want to. The businesses who either ignore or are half-hearted about performance appraisals tend to be those who haven’t seen any benefit arise from them.
We thought it would be worth sharing with you some of the common issues with performance appraisals so that you can think about changes you could make to get the most out of the process.
There are very few businesses who don’t have that one difficult employee who just seems to be more trouble than they are worth. They take up a disproportionate amount of management time with their issues and grumbles, are a negative presence in the office, and obstruct rather than support change. They don’t do anything that’s so wrong as to warrant disciplinary action but just make everything so much harder than it needs to be.
There are so many reasons why employment relationships need to be terminated. There are times when employees just do something wrong (or stupid!); there are times when the business needs to change and new skills are required; there are then times when it’s clear that there’s just no fit between the employee and employer. In this blog, we’ll take a look at the options open to you when you decide that things just aren’t working out.
From the moment you hire your first employee, you know it’s just a matter of time before you are going to find yourself dealing with a difficult situation, be it dealing with poor performance, frequent short-term absence or a grievance with another employee or the company. Wouldn’t it be better to deal with the situation before it gets to the point where you need to reach for the policies?