{"id":667,"date":"2015-12-03T17:03:43","date_gmt":"2015-12-03T17:03:43","guid":{"rendered":"http:\/\/lindajohnsonleadership.com\/?p=626"},"modified":"2024-02-01T18:32:36","modified_gmt":"2024-02-01T18:32:36","slug":"prop-or-drop-7-last-chance-fixes-for-poor-performers","status":"publish","type":"post","link":"https:\/\/lindajohnsonleadership.org\/prop-or-drop-7-last-chance-fixes-for-poor-performers\/","title":{"rendered":"Prop or Drop? 7 Last- chance Fixes for Poor Performers"},"content":{"rendered":"<p style=\"text-align: center;\"><a href=\"https:\/\/lindajohnsonleadership.files.wordpress.com\/2015\/11\/getting-fired_0.jpg\" rel=\"attachment wp-att-830\"><br \/>\n<\/a> <a href=\"https:\/\/lindajohnsonleadership.files.wordpress.com\/2015\/11\/fired7.jpg\" rel=\"attachment wp-att-831\"><br \/>\n<\/a><\/p>\n<p>Some employees do such poor work, have such miserable ethics and are so obviously misaligned with the values of a company that they are relatively <em>easy\u00a0<\/em>to fire. There is no second guessing by HR or your management peers. The subordinate&#8217;s colleagues are saying, &#8220;What took you so long?!&#8221;<\/p>\n<p>Most often, however, giving a series of poor evaluations presents another dilemma; while they may deserve to be fired it seems to final, too fast. You wonder if this would be a big mistake.<\/p>\n<p>Here are 7 interim solutions: Mix and match and buy yourself time both to re-evaluate your position\u00a0<span style=\"text-decoration: underline;\">and<\/span> give the employee a chance to make a turnaround.<!--more--><\/p>\n<table style=\"height: 268px;\" width=\"776\">\n<tbody>\n<tr>\n<td width=\"213\"><strong>Measure<\/strong><\/td>\n<td width=\"213\"><strong>What it is<\/strong><\/td>\n<td width=\"213\"><strong>How to make\u00a0it work<\/strong><\/td>\n<\/tr>\n<tr>\n<td width=\"213\">Corrective Action work plan<\/td>\n<td width=\"213\">\u00a0A document that identifies problem behaviors, lists realignment goals and a step by step, dated process to achieve them.<\/td>\n<td width=\"213\">Don&#8217;t get lazy about monitoring progress and modifying goals. This\u00a0<em>is <\/em>labor intensive for the employer<em>.\u00a0<\/em><a href=\"https:\/\/www.google.com\/search?q=corrective+action+form&amp;espv=2&amp;biw=1242&amp;bih=545&amp;tbm=isch&amp;imgil=22iegZe_qP97qM%253A%253Bo9thx2EmV2v1UM%253Bhttp%25253A%25252F%25252Fcourseimage.com%25252Fstocks%25252Finternal-audit-form-template&amp;source=iu&amp;pf=m&amp;fir=22iegZe_qP97qM%253A%252Co9thx2EmV2v1UM%252C_&amp;usg=__-5tnAZLrmjsErqaF_uU9LT9H2FU%3D&amp;ved=0CEEQyjdqFQoTCMj_qamthskCFUPyPgodxpYE4w&amp;ei=yiVCVsjyM8Pk-wHGrZKYDg#imgrc=_&amp;usg=__-5tnAZLrmjsErqaF_uU9LT9H2FU%3D\">Corrective action form templates<\/a><\/td>\n<\/tr>\n<tr>\n<td width=\"213\">Probation<\/td>\n<td width=\"213\">\u00a0A period for new employees to be &#8220;vetted&#8221; on the job before assurances of permanent employment (or sometimes use of vacation, health insurance or other benefits kick in.) The employee is entirely &#8220;at the will of&#8221; the HR department in terms of his\/her future with the company.<\/td>\n<td width=\"213\">\u00a0Be sure your employee handbook clearly delineates between probationary, &#8220;at will&#8221; and permanent, contracted employees. Employees should know their rights and, once they&#8217;re permanent, &#8220;probation&#8221; is inappropriate, if not illegal. For new employees, this is the time for clear work standards and behavioral expectations. Document, document, document!<\/td>\n<\/tr>\n<tr>\n<td width=\"213\">Job coaching<\/td>\n<td width=\"213\">\u00a0The company pays for an in-house or out-sourced mentor to do one-on-one professional development in certain designated areas of performance.<\/td>\n<td width=\"213\">\u00a0Don&#8217;t just &#8220;send them off to a coach&#8221;. Select the appropriate coach for what is needed and, if the company&#8217;s paying, prep the coach with your expectations for the employee&#8217;s growth, a tight time line, expectations \u00a0and deliverables. At this stage coaching is no longer an option for the employee. It&#8217;s this or termination.<\/td>\n<\/tr>\n<tr>\n<td width=\"213\">Education and Training Classes<\/td>\n<td width=\"213\">\u00a0Courses in-house or out-sourced in everything from public speaking to business writing and time\u00a0management.<\/td>\n<td width=\"213\">\u00a0Tie this activity to tangible outcomes; what behavior do you expect to see &#8211; immediately &#8211; as a result, i.e. the person&#8217;s reports are now better written; they have learned to better prioritize work i.e. deadlines are now met consistently.<\/td>\n<\/tr>\n<tr>\n<td width=\"213\">\u00a0Demotion<\/td>\n<td width=\"213\">\u00a0A move to a lower place in the org chart, usually\u00a0(but not always)\u00a0accompanied by a lower salary. For civil servants who may have operated in higher provisional titles, it&#8217;s being &#8220;bumped back&#8221; to their civil service title.<\/td>\n<td width=\"213\">\u00a0Continue to hold the person accountable to behavioral, attitudinal and performance standards. \u00a0Employment is still &#8220;at will&#8221;.\u00a0Let them know that this is, in fact, a fresh\u00a0opportunity\u00a0for them to excel and possibly move back up the ladder.<\/td>\n<\/tr>\n<tr>\n<td width=\"213\">Reassignment<\/td>\n<td width=\"213\">\u00a0Less drastic than demotion. \u00a0A lateral move to a different job in the same or different department<\/td>\n<td width=\"213\">\u00a0This often works out superbly. Do your homework and reassign\u00a0for\u00a0<strong>fit<\/strong> not just an open slot. Do <strong>not<\/strong> continue to hold their past over their head.<\/td>\n<\/tr>\n<tr>\n<td width=\"213\"><\/td>\n<td width=\"213\"><\/td>\n<td width=\"213\"><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p>Take some time to strategize with your HR Department before deciding if the employee is worth saving and what the best next step should be. These choices represent empowering options when a problem employee puts your back against the wall but\u00a0you&#8217;re not quite ready to pull the plug.<\/p>\n<p><a href=\"http:\/\/lindajohnsonleadership.com\/clients-and-services-2\/executive-coaching\/\">Need help leading the way you were meant to?<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Some employees do such poor work, have such miserable ethics and are so obviously misaligned with the values of a company that they are relatively easy\u00a0to fire. There is no second guessing by HR or your management peers. The subordinate&#8217;s colleagues are saying, &#8220;What took you so long?!&#8221; Most often, however, giving a series of [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":13355,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_kad_blocks_custom_css":"","_kad_blocks_head_custom_js":"","_kad_blocks_body_custom_js":"","_kad_blocks_footer_custom_js":"","footnotes":""},"categories":[68,33],"tags":[66,67],"class_list":["post-667","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-supervision-and-management","category-toxic-employees","tag-corrective-action","tag-poor-performers"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v26.9 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Prop or Drop? 7 Last- chance Fixes for Poor Performers - Linda Johnson<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/lindajohnsonleadership.org\/prop-or-drop-7-last-chance-fixes-for-poor-performers\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Prop or Drop? 7 Last- chance Fixes for Poor Performers - Linda Johnson\" \/>\n<meta property=\"og:description\" content=\"Some employees do such poor work, have such miserable ethics and are so obviously misaligned with the values of a company that they are relatively easy\u00a0to fire. 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