In association with Machwuerth Team International
80 percent of Low Performers perceive themselves as part of the 20 percent that comprise Top Performers. Ignoring low performing means risking the company’s success and establishing a culture of mediocrity and indifference.
What is a Low Performer?
Low Performers are employees who deliver work which lies short of their potential and do barely what was asked. If they work in a team they seldom show self-initiative and do only what they absolutely have to. It is important to mention that the Low Performer is able to do more. They have the possibilities and the skills and most of the time it would not take much effort for them to do more. But they just don’t do it.
There are always people who work hard but either do not have the skills to achieve something better than average or are too busy with other things to invest 100% in one project. This can happen to everybody. But a Low-Performer will use these, and others, as excuses for everything.
Reasons for low performance
Reasons for low performance can be a result of mistakes in personal selection or insufficient training on-the-job and/or not enough feedback. It is very important that signs of mental resignation are discussed immediately after they are recognized. Efforts of employees should be made measurable and reviewed regularly. Low Performers are very often not aware of what they are doing. Missing opportunities to see their own achievements mean many under performers perceive themselves and their own performance-level to be at unrealistic levels; 80 percent of Low Performers believe they are in the top 20 percent.
While there is no defined escalation process or defined way of handling such cases, the following steps serve as a good starting point:
- Reprove
- Warn
- Give Notice
The role of management
Most Low Performers are bored with their jobs. If the necessary processes and instruments for employee development are non-existent or insufficiently put into practice, this shall lead to the employees feeling no longer connected to the company, therefore losing motivation and the interest in working harder.
If this process is recognized and you start efforts to change it remember to involve the High-Performer in the change process, otherwise it is possible that High Performers will decide to leave the company while Low Performers will adapt and try to get by without damage and great effort.
The responsibility of HR
The Human Resources Department should establish a tool for performance management, possibly together with the workers’ council. Clear job descriptions and specifications and a methodical personnel selection process have to be a part of the recruitment process for any new job. During a new employee’s first few weeks standardized on-the-job training and several evaluations with prompt feedback are a must. This should be followed with a regular set of HR initiatives:
- Continuous performance evaluation
- Performance incentive systems (salary and bonus) Personnel reviews (personnel portfolio)
- Team development measures
- Support of managers in personnel development and reproving, warning and finally giving notice
The manager’s job
It is very important for the manager to consult with their team (and HR) in the personnel selection to ensure that new members are supported in the best way possible but also to be vigilant should a more wide- spread under performance be manifest as a result of the new employee’s attitude.
Prevention of Low Performers is better than cure. Avoid confrontation with the Low Performer. Otherwise these people will be dragged along for years and may even be “kicked upstairs” so that another manager has to deal with them.
