Posts tagged performance management
If You Did Not Document It, You Did Not Do It
fired.jpg

recently put out a great blog post on the Three Reasons Employee Documentation is Necessary. Go read it-her reasons are all justified and worth considering.

I too hear a lot of complaints from management about having to document what’s going on with their employees. Managers are too busy for that, right? Often, there’s a very real employee performance situation that needs to be resolved, it goes on for a long time (maybe through multiple managers), everyone is frustrated and the manager gets to the end of her rope and wants to “finally” fire the employee, who has been a bad performer for years. Our first question in HR is always, “Where is the documentation?” The answer may be that the employee got average annual performance reviews and no notification that anything was wrong. Or the manager may have told him (verbally) repeatedly about some things he needed to improve.

Besides legal compliance, how does documentation help your managers?

Checking Understanding. The employee may or may not have understood what to do, had the tools he needed to do it, or understood the implications of not doing it. That’s where documentation comes in handy-as a form of communication that can serve as an opportunity to check understanding on the part of both the manager, who thinks she is being clear, and the employee, who could think it’s either no big deal or his manager is just nit-picky and/or won’t actually follow through with any consequences. This is especially true if the employee has been flying under the radar with mediocre or bad results for many years and has been rewarded with a raise or bonus.

Ensuring Consistency. Documentation also serves the important purpose of helping managers ensure they are consistent in delivering coaching and performance messages to all team members over time as well. When you've documented your communication and actions, you can go back and review them when you are working on a future, similar case, to eliminate unconscious bias or emotional interference that may cloud your judgment. And if there is ever any question about a manager's motivation, the documented facts and observations are there to speak for themselves, instead of managers having to rely on a busy and sometimes faulty memory to retrieve information. It enhances a manager's confidence when delivering difficult messages and dispel any sense among her team that team members are treated differently. She can focus on the human energy on her team and generate trust in her as a leader.

Not only is it legally risky not to use documentation in implementing discipline for violating policy, or managing performance on an ongoing basis, it’s a total waste of time and a morale killer for everyone involved. Managers need to understand how documentation benefits them in managing the performance of their employees, how putting in a little time to put it in writing will pay off dividends down the road, and also how it’s required as part of their expected performance as managers.

Guess who can help deliver and reinforce this message? HR! Don’t just tell managers that they can't do what they want to do because documentation is required for legal or policy barriers-relate it to the business reasons that enhance the success of the organization. I'm always in favor of saying "Yes, and this is how you do it" as opposed to always being the "HR No Machine." Bringing the "no, no, no" is a way to make sure you get tuned out and kept out of the loop. Be the the go-to resource to help your managers develop the documentation skills they need, and make it as easy for them as possible to do their best work and support compliance at the same time.

Visit Solve HR, Inc.

Photo credit: Sean MacEntee via Foter.com / CC BY

Performance Management Panic
help.jpg

Hey Solve HR Team-

I have a huge problem and I’m not sure what to do about it. I’ve been a manager for about two years. When I was first promoted, my team of five was fully staffed and functioning reasonably well. We had challenges, and although we were busy, we had enough time to get our work done and also look at how to address them.

Since then, I’ve lost my two most senior people. They left for better opportunities at other companies. I asked myself what I could have done to make them want to stay, and I realize looking back that I could have seen it coming. My management team wanted to move two more people to another office, and the two team members currently in those positions didn’t want to relocate, so they found other jobs. I was able to replace one of them, but I took too long to fill the other position, so now management has given that headcount to another team. Meanwhile, I’ve only been able to replace one of my senior people. The other opening has been sitting out there without any qualified applicants coming in.

The real problem here is my manager. She has been the subject of a lot of complaints within the company, mostly for targeting people and making them so miserable they leave. Now she is doing it to me, and she’s also hounding the last original team member and forcing me to try to manage her out the door. This employee stepped up to fill in the gaps while our team has been in tatters. The performance of my team has been dismal because we have been so shorthanded. My manager wants to blame this employee.

So not only do I now have a team of three people trying to handle the work of five, but I’m now on a performance plan and I am being forced to put my employee on a performance plan too, even though I don’t believe she deserves it.

Any help you can give me would be appreciated. I don’t know how much longer I can take this.

Hanging on by a thread,

Jackie

Dear Jackie,

Whew! That is quite a crazy situation. It’s not that uncommon that middle management has opinions about what front-line managers should do with their teams. What is kind of weird here is that your manager is trying to do your job for you. If you’re honest with yourself, you’ll ask why that is happening.

The factors you mentioned, like the repositioning of the two jobs, the moving on of senior employees, and the remaining team members struggling—all of these are things that can happen at every company. I agree that having them all happen at once is difficult, but they do happen and they are problems that every manager needs to know how to deal with.

Here’s the question, though: have you made it clear to your manager what your plan is to solve these problems? I’d imagine that your manager has to answer to executive leadership about the sorry state of your team’s performance and present a plan of action. In an ideal world, that plan of action would come from you.

It sounds like your manager may have a reputation for being difficult to work with. Heck, she may even be a bully and incompetent when it comes to helping you figure out what to do. However, that doesn’t absolve you from your responsibility here. You must come up with a game plan. I’d recommend it include the following:

  • A clear sourcing, recruiting and onboarding plan (in conjunction with your talent acquisition team) for replacing your other senior team member
  • Regular team meetings and one-on-ones with your team members, with clear goals for both the team and each employee
  • Appreciation for the great work that IS being done during this difficult time, but also a refusal to back down from the responsibility the team has to keep your work on track, even without being fully staffed
  • Remaining available and engaging in ongoing listening and responding to your team-being consistent and caring during this time is critical to their success
  • A communication plan to keep your manager (and executive leadership) informed about what you are specifically doing to address their concerns and creating and adhering to a timeline to get the team back on track

Once you get beyond the current crisis, then it will be time to evaluate how your team is aligned with the strategic direction of your department, and your organization as a whole. Take responsibility for understanding not only how your team fits into the big picture, but also planning for the tactical elements that will get you there. Then follow up to ensure that each one of your team members clearly gets it, and follows through with their part.

It’s not easy learning how to get work done through others, which is what a successful manager does. Your manager may be doing a pretty poor job of it, so you may need to learn what not to do by observing her. One final point-you mention that your remaining original team member “does not deserve” to be put on a performance plan. You didn’t say this, but I assume that being put on a performance plan is a first step that could eventually lead to dismissal, so that makes it a big deal. I’d be careful about treating any team member more harshly than others, simply because your manager commands you to do it. If you performance manage your direct report without understanding why, you will be highly ineffective in managing her, your team’s engagement and performancewill suffer, and you could even create legal risk.

You must, therefore, outline what you know about this team member’s performance, let your manager know that you don’t currently see the need for a performance plan, and that you are open to initiating one in the future if you see that it would be appropriate. Also let your manager know that you are undertaking some improvements (see the bullets above) and that you would like to see how that plays out before taking any action with regard to this specific employee.

She may say no. But if she sees that you are taking responsibility for your team, she may decide she can stop trying to do your job for you, and give you some time to figure things out on your own. It’s worth a try. If not, then you must get a clearer picture of what skills, abilities and competencies you need to help your team member develop, and be very clear in your expectations for improvement. Frame the conversation in terms of helping her succeed, and then do your best to do that.

And if all else fails, it doesn’t hurt to start looking for a new position. You may not be able to make your current situation work, but even if you move on, I’d encourage you to reflect on the situation, discuss it with a trusted mentor, and learn what you need to know from this experience. It will make you a better manager.

Best wishes,

Kelly & The Solve HR Team

Visit Solve HR, Inc.

Photo credit: marc falardeau via Foter.com / CC BY