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TL;DR: Managing Poor Performance – Two Perspectives

Managing poor performance effectively requires understanding and addressing the concerns from both employer and employee perspectives. Employers should focus on clear communication, supportive development opportunities, and a culture of feedback. Employees should seek clarity, pursue professional development, and maintain open communication. Bridging the gap involves enhanced role clarity, regular evaluations, mutual respect, leveraging technology, and promoting work-life balance. Together, these strategies foster a productive workplace culture where challenges are transformed into opportunities for growth and improvement.

To bridge the gap between employer and employee perspectives on poor performance, it’s crucial to adopt strategies that address the root causes from both sides. This requires a collaborative effort to create a workplace where communication, understanding, and support are prioritised.

Enhanced Role Clarity
From Both Sides:

Employers/Managers: Provide clear job descriptions and regular updates on role changes or expectations to ensure alignment and understanding. Use tools such as detailed role charts and periodic review meetings.
Employees: Actively engage in discussions about your role and responsibilities. Be open about any discrepancies or confusion you face regarding your tasks and objectives.

Constructive Feedback and Regular Evaluations
From Both Sides:

Employers/Managers: Implement a continuous feedback system that not only addresses shortcomings but also acknowledges accomplishments. This should be a two-way street where feedback is both given and received constructively.
Employees: Encourage a mindset of growth by seeking feedback proactively and using it as a stepping stone for personal development. Regularly ask for feedback and work on integrating this effectively into your work processes.

Fostering a Culture of Mutual Respect and Support
From Both Sides:

Employers/Managers: Create an environment where employees feel respected and valued. This can be achieved by recognizing their efforts, celebrating their successes, and supporting them through challenges. It’s important to approach performance issues with empathy and understanding, recognizing that employees are more likely to improve when they feel supported.
Employees: Show commitment and responsibility towards your duties. Respect for the organisation and colleagues also involves acknowledging the impact of your performance on the team and striving for improvement.

Leveraging Technology and Resources
From Both Sides:

Employers/Managers: Provide access to the necessary tools and resources that can help employees perform their roles more efficiently. This could include modern technology, access to professional training, and sufficient project time.
Employees: Utilise the provided resources effectively and stay updated with new tools or methods that can enhance your productivity. Be resourceful and proactive in finding solutions that help you meet your performance targets.

Promoting Work-Life Balance
From Both Sides:

Employers/Managers: Recognise the importance of a healthy work-life balance in maintaining high performance. Encourage employees to take necessary breaks and offer flexible working conditions where possible.
Employees: Manage your time effectively to ensure that work stress does not spill over into your personal life. Take full advantage of time management training and tools offered by your employer.

Conclusion

Addressing poor performance is not just about managing a problem but about fostering a progressive and supportive workplace culture. For employers and managers, this means creating systems that support employee success.

For employees, it involves actively participating in these systems and taking ownership of their professional growth. Through mutual understanding and concerted efforts, both parties can work towards a more engaged and productive workforce, where challenges are seen as opportunities for growth and development.

Contact us today – Ian Burton ➤ Decisive Leadership