Poor staff performance and 'problem workers ' are some of the trickiest things to be dealt with in the office. It 's difficult to balance morale and productivity in the optimum way for office success, and as a result I often hear of managers turning a blind eye to poor staff performance, fearing that drawing attention to it will cause problems in the atmosphere and work environment.
The truth is that avoiding dealing with problem staff is often the worst thing you can do. If you turn a blind eye, the rot can spread to the other apples. If a member of staff is consistently late, for example, and nothing is seen to be done about it, then why should other staff members keep up high standards of timeliness? Inevitably, a rot sets in around the office and poor staff performance becomes the rule rather than the exception! Even if it is something that others are unaware of, like plummeting productivity, it is still something that should be dealt with as soon as you become aware of the issue - intervening in a timely manner will hit the problem on the head early on, and prevent it from spreading and causing resentment and ill feeling. After all, problem employees may not realise they are doing anything wrong unless you intervene, and doing this early can act as a wake-up call to improve staff performance before it 's too late!
The following are steps to address poor performance specifically in area of responsibility. Initial step to be undertaken is to determine if there really is a problem:
* We have to know the difference between poor performance and insubordination. Poor performance occurs when the employee fails to perform his job to an acceptable degree. Insubordination is a form of misconduct, such as failure to adhere to a written or unwritten occupational rule.
* Handle an
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