Managing People - Problem Employees
Slow Pace

Slow Pace

For most nonprofessional positions, you can create standards, or minimum quantitative measures of output. For example, warehouse workers may be expected to pack so many orders every day. Data entry people may be expected to process so many entries each day. Salespeople may be expected to make so many calls to new accounts, make so many face-to-face contacts, or close so many dollars in revenue each day.

The work of professional employees, on the other hand, generally does not lend itself to quantitative performance standards. However, you can usually set specific time goals for when you expect projects to be completed. For example, you may expect an accountant to accomplish month-end book closings within a three-day period at the end each month. You may expect a software engineer to write a particular program within two weeks. You may expect a graphic designer to design and lay out a specific small catalog within a three-week time frame.

If an employee doesn’t measure up to a preset or measurable goal, the next step is a closed-door meeting with the employee. During this meeting, in an encouraging manner, present the facts in as simple a fashion as possible. For example you may say “You are packing ninety-three orders, per average day, whereas our standard is one hundred thirty-five. How do you think you can increase your output?” Or, “Together, we set a time frame of three days at month’s end in which to close our monthly accounting books. It is typically taking four. Is there some way in which we can work towards the original goal?”

If you are pleasant and encouraging, the employee will probably say something like “Gee, I thought I was working at a pretty good pace, but I am confident that I can work at a little faster clip.” In this case, say “This sounds great. I’m glad to hear it!” Then, follow up and be sure the employee knows exactly where he or she stands at the end of each day. Chances are, such employees will reach a higher performance level. If not, have them monitor themselves and record their progress every hour or day, as may seem applicable to the task. Consider having peers work with them and help them along. Or consider having the employee make progress reports to you at various intervals.

Sometimes an employee will tell you during your first meeting or during subsequent meetings that the standards or goals that have been set are not realistic, fair, or possible. In this case (assuming you don’t agree with the assertion), promptly issue the employee a written warning and plan on terminating his or her employment unless the attitude and performance improves quickly.

* Source Streetwise Small Business Start-Up