are performance problems you should go conscientiously
through each stage of the capability or disciplinary procedure.
Unfortunately, however, you may still find yourself unable to
avoid having to dismiss a person because of a continuing failure
to meet an acceptable standard. The following are the points to
bear in mind if this happens:
- Come straight to the point. Tell the person within 30 seconds
of starting the interview that he or she has to go. - Be clear about shortcomings, quoting chapter and verse, but
avoid ‘badmouthing’ the individual. - Don’t apologize. If you are certain that this is the right course
of action, you have nothing to apologize for. - Make it plain that as far as you are concerned, the decision is
irrevocable but that the employee has the right to appeal. - Ensure that you have a witness in case there is an appeal or
legal action. - Carry out the dismissal on a Friday.
- Take steps to ensure that the individual does not have access
to a computer or confidential information after dismissal.
But do not arrange for him or her to be ‘marched off the
premises’ as sometimes happens. - Be aware of the legal issues, ie the possibility of a claim for
unfair dismissal if you have not followed the disciplinary
procedure or do not have just cause for your action.
TEN STEPS TO MANAGE UNDER-PERFORMERS
- Identify the areas of under-performance – be specific.
- Establish the causes of poor performance – the individual,
the manager, the system of work or any combination of
these three. - Adopt a problem-solving approach to dealing with the situ-
ation – obtain agreement on the actions required by the indi-
vidual and/or by the manager. - Ensure that the necessary resources are provided to enable
the problem to be overcome. - Provide coaching.
- Provide additional training.
- Consider reallocation of duties.
How to Manage Under-performers 205