Que faites-vous si un employé est constamment sous-performant lors des évaluations de rendement ?

In my experience, identifying the root cause of underperformance is like diagnosing a sick plant. You wouldn't just throw fertiliser at a wilting flower, right? You need to be a plant detective! One thing I've found helpful, is to hold honest conversations with your underperforming employee. Ask them what's hindering their growth, are they struggling with workload or do they have unclear goals? By actively listening to their concerns, you'll gain valuable insights and be able to address the root cause effectively (and bring your plant back to life)!

Assuming the employee is provided with clear expectations and is objectively evaluated ensuring performance gaps have been addressed such as those requiring training. It may be necessary to consider coaching the individual as part of the Performance Improvement Plan (PIP) with timelines which are not too long. However, continuously look at root causes such as organizational culture which may contribute to underperformance as employees react differently to situations. After exhausting all channels, it may be time for separation.

Actively listen! You need to help this employee identify the reason. Ask the right questions, help them answer for themselves what is happening! Suggest the right assessments like Hogan, Thomas PPA, Gallup strengths finder Reasons can vary between some help needed in building skills to perform better to being placed in a non matching job!

This is a critical step and it goes much further than simply analyzing the employee's actions, skills and capabilities. You have to honestly also evaluate if expectations have been clear, if you are perhaps expecting things over and above what has been understood, if there is misalignment on delivery and responsibility. Fundamentally, you need to do this evaluation with an absolute open mind otherwise you may miss the real reason if you are biased in a certain direction. So often I find that the root problem sits in the relationship between employee and supervisor and how the person is managed. Which is very unfortunate because it is totally preventable in many cases.

The root cause identification is the most important aspect. In my experience it can either be - 1. Skill mismatch- the person truly lacks the skill ;2. Roadblocks- the person could be experiencing some blocks which they are not able to talk about; 3.mismatch of complexity- it could be that the complexity of the project is more than the person can manage and needs some handholding.

Un rendimiento inadecuado puede tener varias causas, generalmente relacionadas con una total o parcial falta de comunicación: simplemente la persona no tiene claro cual va a ser su función o tarea específica. Tal vez eso puede ser debido a una inducción ("onboarding") deficiente o discordante. Posiblemente es el resultado de uno "sprint" (en el lenguaje Agile) inadecuado o incompleto. Por lo tanto, es importante identificar por que el rendimiento no logra las expectativas.

1) Assuming supervisor has done their due dilligence ( provided on-going feedback; addressed gaps in skill-set; reviewed job expectations; provided a mentor/coaching; training; considered whether environment is toxic; solicited feedback from the employee), then move to next step. 2) If all the above has been covered, and there are still issues, develop a performance improvement plan. Provide on-going guidance along the way and weekly check-ins. Make sure you are seeing significant and sustained improvement. Document everything in writing. 3) If all has still failed, consider a parting of ways. Make sure to be compassionate and fair.

If you find yourself facing an employee who consistently falls short during evaluations, it's time to step into your role as a leader and mentor. Begin by delving deep into understanding the root cause of their underperformance. Provide them with honest, yet compassionate feedback, and let them know you're here to support their growth. Together, set clear, achievable goals, and map out a plan of action to get there. Empower them with the resources and guidance they need to succeed. Keep them accountable, celebrate their progress, and provide unwavering encouragement along the way. Remember, as a mentor, your mission is to unlock their potential and guide them towards greatness.

Initiate a private conversation with the employee to discuss performance concerns openly and constructively. Clearly communicate expectations, provide specific feedback on areas needing improvement, and offer support or resources to facilitate growth. Develop a performance improvement plan collaboratively, setting measurable goals and timelines for progress, while also addressing any underlying issues or obstacles.

First and foremost, unearthing the root cause is crucial. Is it a knowledge gap hindering their ability to grasp new technologies? Perhaps a lack of motivation is leading to disengagement. Maybe their current role simply doesn't align with their strengths. Through open and honest one-on-one meetings, I create a safe space for the employee to share their challenges and perspectives. Active listening allows me to gather valuable insights that will inform the best course of action.

Cuando un empleado muestra un rendimiento inferior durante las evaluaciones de desempeño, es importante abordar la situación de manera constructiva y proactiva para ayudar al empleado a mejorar

Feedback is a gift, treat it as such. You do not only give a feedback to the person to perform better on the job but in their career in general! A constructive feedback does not include judgement, blame or negative comments! It is all about how do you think you can do better & how can I help you with it.

Una vez más, el corazón de la cuestión es la "comunicación". Es importante que existan canales de comunicación abiertos, claros y trasparente. Por un lado, es crucial que un empleado pueda expresar dudas o incomprensiones sin miedo a que eso tenga consecuencias negativas. Por el otro, es fundamental que la empresa sepa proporcionar retroalimentación ("feedback") constructivos, humanos y que no causen desánimo. No se debe nunca olvidar que el tacto es el elemento más crucial en el mundo de RR HH. En cualquier casos, los indicadores de rendimiento (KPIs) tienen que ser alcanzable, realistas, concretos, coherentes y medibles, (según el acrónimo SMART: Specific, Measurable, Achievable, Relevant,Timely).

1. Be goal oriented and put clear objectives 2. Avoid vague words 3. Avoid biases 4. Put training programs proper to your subordinates needs and personalities. 5. Mentoring 6. Rewarding

Durante a avaliação de desempenho, forneça feedback claro e específico sobre as áreas em que o funcionário está aquém das expectativas. Destaque exemplos concretos de situações em que o desempenho foi abaixo do esperado e discuta as consequências disso para o indivíduo e para a equipe.

One you have identified the root cause address it- the next project should have very clear goals which are clear , be as specific as you can. They need to be realistic . If you can offer some mentor or peer buddy to help navigate the complexities.

Set SMART goals, a feedback without a goal to reach is meaningless. You need to set clear goals to better measure performance. Most important while setting the goal identify the way you are going to measure it.

Establecer metas inalcanzables o poco realistas llevará inevitablemente a una serie de problemas. Por supuesto, no es siempre sencillo poder medir objetivos de manera equilibrada. Por un lado, hay que evitar falta de motivación y aburrimiento. Por el otro, expectativas demasiado altas pueden llevar a problemas de desánimo. Es importante que la empresa adopte un enfoque flexible, que sepa modificar y adaptar los objetivos de manera práctica, a través de una comunicación clara y transparente tanto con los equipos como con los clientes.

This is where collaborative goal setting comes in. Vague expectations create a recipe for disappointment. We work together to define SMART goals – Specific, Measurable, Achievable, Relevant, and Time-bound. These goals should be challenging yet attainable, and they should clearly connect to the employee's role and the company's objectives. It's a delicate balance, but when done right, it motivates the employee and provides a clear path forward.

Trabalhe junto com o funcionário para desenvolver um plano de ação para melhorar o desempenho. Isso pode incluir metas específicas, prazos realistas e recursos de apoio, como treinamento adicional ou mentoria.

Monitoring progress is an ongoing process. Performance improvement isn't a one-time fix. We schedule regular check-ins to assess their progress, identify any roadblocks, and offer ongoing support. This allows for adjustments to the plan if needed and keeps the employee motivated throughout the improvement journey.

Evaluación y supervisión son elementos claves de cualquier ambiente de trabajo. Una vez más, es fundamental establecer un equilibrio entre desafios/metas y apoyo/reconocimiento, y que existan canales de comunicación transparentes. Es crucial que la persona trabajadora reciba instrucciones claras y retroalimentación, y que tenga la flexibilidad necesaria para modificar conductas. Es igualmente troncal que la empresa pueda proporcionar información y "feedback" de manera constructiva, coherente, clara y humana.

Appreciation makes people do their best! Ensure appreciation by recognizing the good performance & right behavior I recommend also knowing the recognition language of each person in your team! Each person likes to be recognized in a different way, like: - Thank you notes/emails - Financial bonuses - Public recognition - Small gifts - Given time off

La parte más fundamental es que la empresa asuma un comportamiento coherente y objetivos con todos los empleados. No es poco común, en el mundo del trabajo, que surja resentimiento conforme a la sensación de que tanto las acciones disciplinarias, como las recompensas hayan sido "injustas" y poco ecuas. Por otro lado, es importante para un desempeño exitoso que existan recompensas y que tengan lugar - cuando proceda - acciones disciplinarias.

This should be the FIRST step - do not go this alone! Why? 1) These resources can share tools and practices you may not have considered - tap into their collective experience and wisdom. 2) If you turn around the employee, you want HR and your execs to know so you get recognized (and credit). Self-serving, yes, but we all must manage our careers. 3) If the employee continues struggle, and it's best for all to arrange an exit, your history of conversations (ideally documented) will smooth this process. HR, legal, and execs do not like surprises.

The reality is that this becomes a problem where performance evaluation is done once per quarter with almost no feedback or engagement between these sessions. And this is a management failure. Correct the professional and working relationship between the person and supervisor, make it more real time and dynamic (without micromanaging) and things normally change for the better.

I would work with the employee's manager to forge a way forward by providing additional training or support, setting clear performance expectations, implementing a performance improvement plan, or, in severe cases, considering disciplinary action or termination.