Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

Managing poor performance

1.654 Aufrufe

Veröffentlicht am

Managing Poor performance in workplace. Understanding the various types of performers in the organisation and managing them with care will ensure high level of protection from all legal consequences. We are introducing a new concept ECONO way of performance management that will ensure high level of compliance with Australian Fairwork act requirements of performance management and termination process.

Managing poor performance

  1. 1. MANAGING POOR PERFORMANCE Presented by: Farhad Mahbub (CAHRI, AFAIM) Latitude12 Pty Ltd
  2. 2. CONTENT  What is poor performance  What are the reasons  Categorization of performers  ECONO way of Response  Case study
  3. 3. WHAT IS POOR PERFORMANCE • It doesn’t always mean someone is not working • It means the gap of output of what employer is expecting and what employee is delivering
  4. 4. REASONS OF POOR PERFORMANCE  Incompetency – Can’t do  Ill health- Illness preventing performing job  Misbehaviour- Won’t do
  5. 5. Behaviour Competency High Low Low High Get behind the safety net Be PatientBe encouraging Utilise the USP CATEGORIZATION OF PERFORMERS
  7. 7.  Act Quickly  Don’t get personal  Get second thought but not rumours  Identify the issue Behaviour vs Competency  Talk it through  Give / Receive feedback  Express Do’s and Don’ts  Take help from HR or experts
  8. 8.  Make it formal  Give at least 48 hours notice  Allow support person  Document the discussion  Criticise the action or behaviour not the person  Be precise on the expectations  Inform the consequence  Close the discussion with positive note
  9. 9.  Conduct PIP discussion  Follow up the PIP execution  Fast track execution  Monitor the improvement  Provide feedback on development
  10. 10.  Serve formal Warning or Show cause letter  First Warning and Second or final Warning  Be precise on the allegations  Provide adequate time to improve or response  Be realistic and non discriminatory  Inform consequences
  11. 11.  Provide formal letter  Provide reasons  Provide Notice period  Provide all support for relocations  Focus on the task not the person  Ensure all final payments are made  Allow resignation option
  12. 12. CASE STUDY  I do my job but not on the time my supervisor expects  I don’t know how people complete so much tasks in such short period  My supervisor doesn’t know anything, he just like to order, I am not going to do it  I do all tasks on time with quality but my supervisor doesn't notice
  13. 13. THANKS  Questions?