Performance Management Plan for Managing Poor Performance

Nov 28, 2010
Jerry Lopper

Goal Setting for Managing Poor Performance - Ales Cerin

Avoid these common goal setting mistakes when establishing goals in a performance management plan for poor performers.

One of the major challenges of management is dealing with a poor performer. Documented employee performance evaluations are important to this process, not only from a legal standpoint, but also to assure that the manager and employee are focused on the same issues and understand the goals for improvement.

The primary intent of a performance management plan for improving poor performance should always be to guide the employee toward satisfactory performance. Separating an employee, hiring a replacement, and training a new employee are expensive, time consuming processes. Should that course of action be necessary, the performance management plan should conclusively demonstrate that performance goals were clear.

Once the poorly performing employee has been informed that performance lags expectations, a performance management tool consisting of goals for improvement can be developed and put into action. This can be a part of normal employee performance evaluations or a special interim evaluation.

Avoid Mistakes in Setting Performance Goals

This article identifies common goal setting mistakes that can render a performance management plan ineffective in two important areas—guidance and support for performance improvement or legal justification for separation if that becomes necessary.

Lack of Employee Commitment: Lack of commitment to the goal may be the most important factor in failing to achieve goals. A goal the manager sets for employee improvement may fail to enlist employee commitment even though the employee understands failure to meet the goal could result in loss of employment. Though the employee may understand the ramifications of failing to meet a goal, the best chance for employee success will be to enlist the employee's involvement in determining the goal or some aspects of the goal. Punitive commitment—commitment by fear—will not be as effective as wholehearted, involved commitment.

Vague Goal: A goal that is vague and described in general subjective terms can result in confusion and conflict over whether it was achieved. The employee may sincerely believe the goal was achieved while the manager is certain it was not. Vague, non-specific goals fail to definitively identify an achieved goal and the time frame for achievement.

Goal Setting Traps in Performance Evaluations

Unmeasurable Goal: Regardless of how specific a goal may be, if there's no clear means for measuring it, or there are a variety of measurement means available which may yield different results, achievement of the goal may be subject to question. The manager must clearly define the specifics of the achieved goal and the means for measuring it. The employee should have access to the measurements for feedback on progress.

Uninspiring Goal: The best goals inspire action and inherently provide energy and excitement. Though this may seem superfluous when describing performance improvement goals, if the employee cannot feel inspired by the goal, achievement is unlikely. The manager can strive for this intangible component by attempting to align the employee's interests and strengths with the goal.

Goal Too Challenging: The degree of challenge inherent in a goal is important, but varies with the individual. A goal that seems too challenging will overwhelm the employee with feelings that achieving the goal is impossible, and will likely result in token efforts or total withdrawal of effort. The manager can test for degree of challenge by assuring that the employee can visualize the achieved goal and can see himself there. If he cannot, the manager can break the end goal into sub components, large enough to provide challenge and progress, but small enough that the employee can visualize himself achieving the goal.

Performance Management Tools

The challenge of managing poor performance involves setting clear, measurable standards of performance improvement that engage and inspire the employee while also complying with legal requirements should separation become necessary.