Unacceptable employee performance may create frustration,
reduce productivity and weaken unit morale. The first step toward improving
performance is to determine why the employee is failing to meet expectations.
This information guide discusses factors that often cause performance problems
and describes strategies designed to correct unsatisfactory performance.
Supervisor: has a right to expect successful
employee performance and a right to expect the employee to correct performance
that fails to meet established standards. For serious problems or continuing
problems that are not addressed through coaching, the supervisor has the right
to initiate appropriate corrective discipline or discharge.
Employee: has a right to be informed of the
standards by which performance will be evaluated and to be given reasonable
feedback and support neccessary to meet those expectations. The employee also
has the right to resources to prevent or correct performance problems. Eligible
employees also have the right to grieve any unfair disciplinary actions.
Performance problems or poor work habits like absenteeism
and tardiness may be the result of vague expectations, medical issues, personal
problems or job dissatisfaction. Determining the origins of unacceptable
performance is the first step toward making necessary improvement. Following
are typical factors that contribute to performance problems and options and
resources that may be considered.
Unclear/Unfair Expectations
Performance problems may occur when a
supervisor and employee lack agreement about expectations. The supervisor
should make expectations as objective and measurable as possible. For example,
instead of an expectation to "complete the report in a timely
manner," a more clear expectation would be to "complete the report
within two business days."
Unreasonable expectations can also lead to performance
problems. Competing priorities, unexpected changes, and inefficient processes
can often lead to unfair expectations. The supervisor and employee should work
together to identify priorities and revise schedules and procedures necessary
for successful performance.
Inadequate Knowledge/Skills
Given the changing nature of work, knowledge
and skills that provided successful performance in the past may no longer be
adequate. Assessing required knowledge, skills and competencies, and then
providing appropriate training and development may significantly improve
performance.
Workplace Conflict
Conflict with a supervisor or other coworkers
may result in a decline in performance. Conflict may be the result of such
things as divergent work styles, disagreement about how work should be
performed, or unwillingness to function as part of a team. Determining why the
conflict exists is required. To do this, a frank discussion about the existing
conflict and possible remedies is advised.
Job Dissatisfaction
If the employee's job dissatisfaction is
related to a bad job "fit," the employee may need to consult with
Human Resources.
Health Problems/Disabilities
Sometimes performance problems are due to a
medical condition or disability. In some cases (such as for some mental health
problems), the employee may not be aware of how the health problem is affecting
his or her work. If time off from work will help, the employee may be eligible
to take Family and Medical Leave, regular sick leave, or other appropriate
leaves. A supervisor may also require a fitness for duty evaluation if there
are questions about the employee's ability to work in a safe manner. For
qualifying disabilities, the employee may request an accommodation under the
Americans With Disabilities Act.
Personal or Family Issues
If a typically strong employee begins to lose
focus at work, appears moody or irritable, or simply declines in performance,
health or family problems may be to blame. If this is the case, referral to the
Counseling Center may be in order. However, Human Resources should be consulted
before any referral is made.
Inadequate performance or poor work habits may be the
result of several factors, but regardless of why performance is unacceptable,
the employee is responsible for doing what is necessary to achieve successful
performance. Whether giving the supervisor feedback about unclear or unfair
expectations, making training requests, attempting to resolve conflicts, or
accessing needed campus support services or benefits, the employee has a key
role in solving his or her performance problems. While not all the factors
contributing to performance problems may be within the employee's control, the
employee must take whatever steps are possible to improve his or her
performance.
The supervisor also plays a key role in correcting problem
performance. Most problems can be prevented or corrected by clearly
communicating clear and reasonable expectations and providing feedback through
the coaching process. More difficult problems may require a more intensive
approach to coaching. If performance problems continue despite intensive
coaching, the supervisor may need to take a more serious action.
In order to address a continuing or serious performance
problem, a supervisor or manager needs to investigate and document the
situation. There are many reasons to do a thorough and fair
investigation of a performance problem and to obtain relevant
documentation. Sometimes problems are only based on perceptions, with no
factual or documented evidence to support such perceptions. Sometimes
allegations come from biased sources. When more serious actions are being
considered, information should be organized for review by Human Resources. It
is important to recognize that actions based on incomplete or inaccurate
information may be challenged by eligible employees through the grievance
procedure or with a discrimination complaint.
The intent of the corrective action process is to ensure
that the employee is aware of a problem, and potential solutions, before it
becomes too serious and adversely affects the individual's status. While
corrective action may start at any step, depending upon the severity of the
first offense, the normal sequence is as follows:
Counseling Session - After
recognizing shortcomings with an employee's work performance and/or work
habits, the supervisor should discuss this situation with the employee and
together, they should explore ways to correct these problems. A
statement, indicating the date and subject of discussion, should be retained by
the supervisor for future reference, if necessary.
Corrective Notice - If there is
little or no improvement, a subsequent discussion should be held in which the
problem is formally outlined in the form of a corrective notice. The supervisor
should contact Human Resources to ensure the documentation is complete. This
notice should specifically refer to, list the date(s) of, and summarize the
previous counseling session(s), and identify the problem and specify what
course of action will follow if the performance deficiency is not corrected.
The specified course of action must include reference to further disciplinary
action, up to and including final notice and/or termination of employment. The
employee should be asked to sign the document and should be given a copy. A
third party should be present to act as witness if the employee refuses to sign
the document. The original should be forwarded to Human Resources.
Final Corrective Notice - If the problem persists,
the employee will be given a final written notice. The information contained in
step B should be included in this final notice (summarize previous warnings,
restate the problem, suggest solutions, offer your assistance). The employee
must also be notified that failure to reach acceptable performance will result
in termination from the University. Once again, Human Resources should be
consulted before action is taken.
Discharge - If the employee has
not reached and maintained an acceptable level of performance, termination will
occur. As mentioned earlier, certain steps in this process may be eliminated
depending on the severity of the situation. Certain acts of willful misconduct,
may result in immediate dismissal. Examples include but are not limited to:
Dishonest acts, falsification of University records, physical assault,
misrepresentation of illness or injury to obtain benefits, divulging
confidential information, violation of the University's sexual harassment
policy or other policies, possession of deadly weapons or explosives or
controlled substances and insubordination.
A meeting prior to termination should be scheduled with
Human Resources to review all facts and previous documentation. An exit
interview for the terminated employee should be scheduled at this time.
All disciplinary notices will be disregarded following a
one year period from the date of the last occurrence except where a subsequent
infraction is one of the same or similar nature as the one that promoted the
corrective action. It is as important to inform an employee that performance
has improved to an acceptable level as it is to inform an employee of
deficiencies. When this occurs, it will be the responsibility of the
supervisor to inform the employee and document the improvement in the
employee's personal file.
Q: A usually outstanding employee has suddenly
become moody and unproductive/ Are there any signs that would confirm that he
is facing personal problems?
A: Warning signals that an employee is experiencing
personal problems may include absenteeism, inability to concentrate, confusion,
inconsistent work patterns, lowered job performance, disregard for safety
requirements, and poor relationships with other employees.
Q: One of our brightest employees is refusing to
participate in our new team-based structure, arguing that she is smarter than
the other team members and does not want to be "pulled down" by the
low standards of the other team members. Any suggestions?
A: Making the transition to a team-based
environment can be difficult for highly skilled and competitive employees. When
speaking with the employee, the supervisor should recognize her concerns,
acknowledge her past performance, and stress the value that she will bring to
the team. The supervisor may also want to stress that the employee's
involvement in a team-based process will improve the overall performance of the
program or department, thereby increasing her personal status.
During the course of these conversations, the supervisor
should speak candidly with the employee about her interest and willingness to
remain part of the organization. If she would rather work elsewhere,
proclamations about the value of team work will not be convincing. If the
organizations truly moving toward being a team-based structure, involving other
team members in the discussion may be appropriate.
Q: We recently learned that one of our computer
programmers is running a consulting business from his office. I suppose this
explains his recent inability to complete projects. What should we do?
A: Investigate and determine the extent of the
University resources and work time used for the consulting business. It is
clearly inappropriate to use University resources on work time to conduct
personal business which does not benefit the University. Reimbursement for
phone charges and office supplies may be required, and disciplinary action
ranging from a formal reprimand to termination may be in order depending on the
extent of this activity.
Q: Our department has a great receptionist with
one major fault. He is 10-20 minutes late three to four days a week. Other than
that, he is well-liked by his colleagues, is wonderful with our students, and
is always willing to pitch in on new projects. Unfortunately, our office starts
receiving class and visitors at 8:00a.m. and he needs to be here to receive
them. What options do we have?
A: It is hard to discuss your options without
knowing why the receptionist is so frequently late. Perhaps he is not "a
morning person" and has trouble waking up on time. Perhaps his child's
school opens too late for him to arrive on time. It is even possible that he
doesn't appreciate the need to arrive by 8:00a.m.
The supervisor needs to discuss the situation with the
employee and seek to determine why he is constantly tardy. Before school care,
another bus route, or a flexible schedule in which another employee covers the
front desk for 30 minutes each morning might be options to consider.
Q: We caught one of our nonprobationary
employees stealing whole crates of maintenance supplies. Do we really have to
go through the whole progressive discipline process?
A: Reviewing the situation with Human Resources is
in order, but generally, in cases of gross misconduct-- and stealing is
definitely gross misconduct -- and employee can be terminated without any
previous warnings. In his case, putting the employee on leave with pay while
the matter is reviewed may be appropriate.
