Performance Reviews

Part 2

Most supervisors don’t mind doing performance reviews for the higher-performing people on their team.

The hard part is doing them for the under-performers.

The first step is to diagnose the problem or problems. Why is this person underperforming? Consider all facets—do they need more technical training? Are they demotivated? Are they a bad fit for their collaborative team? Do they need instructions given in a different format (verbal, written, visual, etc.)?

The second step is to consider if this is fixable. If it is, then fix it! Get them the training they need; put them on a different team; remotivate them; change the way you delegate work to them, etc. Develop a progress plan with them—make sure they want to improve in the ways you need them to improve. Make sure they choose to make the changes, and that they are confident that they are capable of making them. Schedule more frequent check-ins with them and have measurable metrics for their progress. Reinforce success and good efforts and you may be able to them up-to-speed soon.

If the problem is NOT fixable, then the performance review might be a good time to discuss their other options. Basically, if the person is not an asset to the team, then they don’t belong on the team. You can help them realize this and offer suggestions for their future directions. You can offer to be a reference and let them know that, while this job was not a “good fit” for them, you can honestly say good things about X, Y, or Z when they apply for a different job in a firm or an industry that is a better fit for them.

But don’t let problems fester—dealing with a difficult team-member or covering for an under-performer (by having to do extra work when they fall short) can demotivate or burn-out the other people on your team. Protect your people, even when it feels like a hard thing to do.

(image generated using Midjourney)