Handling poor performance

Unreliable employees can sap spirit and hold back team achievement, as well as prove costly for the economy. Here are five ways to deal with offenders…

If you are frustrated by the impact unreliable employees have on the spirit and performance of your team, you are far from alone — many business leaders our HR consultancy works with complain about staff members who drop the ball just when they are needed most.

Tardiness, absenteeism, missed deadlines and inconsistent standards of work are common concerns.

Research suggests absenteeism costs the Australian economy more than $33 billion in wages and lost productivity every year. An Australian Human Resources Institute (AHRI) study shows that loss of productivity (79 per cent) and low morale of staff members having to fill in for others (60 per cent) are the most frequently identified effects of unscheduled absences.

The unpredictable nature of certain employees creates risk as well as draining time, energy and resources. Ultimately, your team is held back from performing at its best. There are some important steps you can take to address the problem…

1. Face reality. Understand I that no matter how talented someone may be, if they fail to perform properly, their value is limited. Recognise when people with high potential are undermining their own success and that of the team. Avoid the all-too-common mistake of letting so-called high performers get away with a hit-and-miss standard of contribution. Expect consistency from everyone, including your best and brightest.

2. Leave the room for doubt. Set very clear expectations about how people should behave. Being a reliable member of the team is a fundamental expectation of any employment relationship. Make this clear from the beginning, and through coaching feedback reinforce what being reliable means in your business.

3. Show and tell. Showcase what you expect from others. Be consistent and reliable yourself, and your team is entirely more likely to rise to the occasion. Offer ongoing constructive feedback about ways in which someone can be relied upon, and ways in which they can potentially improve.

“Research suggests absenteeism costs the Australian economy more than $33 billion in wages and lost productivity every year.”

4. Address issues. Recognise when unreliable employees are holding themselves and others back from achieving their capabilities. Engage early. As soon as you become concerned about your ability to rely on someone, let them know. Explain why their behaviours or choices are eroding your confidence. A common issue is people taking “sickies. It is critical you have honest conversations with employees you suspect are in fact absent for other than health reasons. Be compassionate, but expect also that people show resilience and commitment to getting to work and doing their job.

5. Be strong. Be prepared to take any actions necessary to consistently apply the standards you set. Idle threats do nothing to resolve issues, and in many cases can reinforce the very behaviours you are working to overcome. If employees are unwilling to toe the line, be prepared to terminate them. If you have provided fair opportunity for them to understand your expectations and given them reasonable support to change their behaviour, yet they continue to be unreliable, it is time for them to go. Holding on to people who consistently underperform despite your best efforts to help them succeed will drain the spirit of your team and undermine results.

Karen Gately, Co-founder, Ryan Gately; author of “The People Manager’s Toolkit” and “Corporate Dojo”