Performance Review & Development > Coaching and Mentoring

Addressing Performance Problems

Effectively addressing employee performance problems is critical to reaching unit objectives and to the on-going development and productivity of employees.  The following key steps will serve as a guide to supervisors as they respond to performance problems.

As background, begin initially by thoroughly defining the employee’s job performance expectations:  major responsibility areas, specific tasks to be completed within each area, and expectations for completion of tasks (quality, timeliness, accuracy, etc.).   These expectations should be clearly shared with the employee to ensure mutual understanding and commitment.

Having conducted a “gap analysis” to identify the difference between expected and actual performance in either technical or behavioral areas, it is important to do the following in addressing performance problems:

1. Address performance problems as soon as a pattern begins to appear.  Do not wait for problems to become firm habits.  Remember the importance of timely and informal feedback.
   
2.  Using effective communication tools, give the employee feedback regarding performance issues you have observed.  For example:  
   
   
   • Use “I messages” and neutral language to describe your concern about the problem.  Example: "I am (concerned, disappointed, frustrated) because (you were late to work again today)."
     
   • Discuss the pattern that seems to be developing – prior occasions when you have see the behavior.  Seek agreement from the employee that the behavior has occurred.  Inquire as to the employee’s perspective on the issue.
     
   • Discuss the impact of the technical or behavioral performance problem to the work environment and/or unit productivity.  Example:  In cases of tardiness, others must open the office, answer all telephone calls, etc.
     
   • Describe specifically what improved performance will look like.
     
3. Make it a priority to find possible reasons for performance problems. Some of these reasons may be attributed to:  a lack of training or skills, ineffective tools or equipment, unclear or unreasonable standards or expectations, lack of support from the supervisor, compromised work environment, or other external factors, such as personal issues.  Gathering of this information is best achieved by asking open-ended questions.
   
4. Reach understanding and if possible, full agreement with the employee on what the improved performance will be.  Be sure the employee can clearly articulate what he/she will do differently in order to meet the performance expectations discussed.  
   
5. Schedule a follow-up discussion to evaluate the employee’s progress.