I recently received this email from a friend who leads a large remote team:
I have an employee who is working remotely and not meeting productivity expectations. We have talked to her and she doesn’t seem interested in changing her behavior. What should we do?
I know this is a relevant topic for many of you given the current climate, so I'm going to address it more broadly here.
So. My first thoughts are, if you've already spoken to her, you need to pull in HR. Your HR teams are (typically) experienced in how to manage performance challenges and will be able to help coach you through this issue. If, for whatever reason, that is not an option, here's how I would approach it. With performance issues like this, there are 3 stages of performance improvement actions, each with increasing consequences. For the email above, we'd be heading for stage two, but I'll outline all of them in case you're at the beginning of one of these challenges and looking for direction.
Stage 1- Address the Issue and Clarify the Expectation
1) Address the Issue- Share how it came to your attention. Probe for background.
People typically want to do the right thing, if they aren't, there may be a barrier you are unaware of. By asking about it from that lens, you're more likely to get to the heart of the issue and help the employee overcome the barrier (child care challenges? family illness?) and bridge the performance gap. Bonus, by listening and partnering to solve the issue, you're building trust and commitment with that employee. Win-Win.
This could look like:
"I have noticed recently that your computer will say you are online but whenever I chat you you don't respond... That leads me to believe you aren't actually logged in even though you are billing hours for that time. I know sometimes we step away from the computer, but this has happened a few times recently, and your productivity has dropped as well, you're behind in your cases. Can you help me understand what is going on?"
2) Clarify the expectation. Paint 'good'.
What behavior and results do you want to see? What will meeting the expectation look like?
This could look like:
"Going forward, the expectation is that when you are billing hours you are engaged with work and accessible. If you are going to be away from your computer and unavailable to work, you need to clock out*. If you are struggling to maintain your work load let me know and we can look and see if there is something we need to shift."
(*For this scenario- I'm assuming this is an hourly or salaried non-exempt position.)
3) Check back in weekly until the issue is resolved.
Set up a weekly touch base to make sure everything stays on track, follow up. This is extremely important, it shows that you're serious and that this isn't a "stick it out and fly under the radar" situation.
Side note: I'm a big proponent of weekly 1-1s... it's just good leadership hygiene. If you're doing 1-1s already, this step can fold in with that meeting, no need for 2 separate conversations.
4) Document everything.
With anything performance wise- DOCUMENT. Seriously. Write it down. Leaders, you need to have a notebook where you record these kind of conversations. Note the date, the topic of conversation, where you left it and next steps. If anyone else was there, note that too.
Stage 2- Acknowledge the Continuation of the Problem, Reinforce the 'Why', Communicate Consequences
1) Pull in HR if you haven't already.
Tell them what is going on and recap your previous conversations. (Your notes will make this a lot easier, and give your HR rep a platform to get involved.)
2) Set a meeting with the employee and a member of your HR team. Acknowledge the problem continuing.
Discuss the behavior with the employee. Share how the previously agreed to behaviors and results are not happening, and reinforce the expectations you established in your previous conversation. Share that you are now moving to a formal notice of needed performance improvement. Ask the employee to sign a document that outlines the expectations for the role, and agreed to behaviors changes or actions to help the employee meet those expectations, and the time frame in which you need to see those behaviors change(make sure HR sees this document before you bring to the employee). Place a copy of this document in the employee's file.
3) Continue to follow up weekly.
Stage 3- Temporary Suspension. AKA: The "Are you in or are you out?" Meeting
1) Again, pull in HR.
2) Set a formal meeting. Temporarily suspend the employee.
Recap what happened at the previous two meetings. At this point, the employee knows what they need to be doing. You've communicated what you need to see, and given time to for the change to occur in addition to support to help the change happen. At this point, the employee has to make the decision, "Am I willing to make the changes, and meet the expectations of this job, or am I going to leave this organization?" At this point, I recommend suspending the employee without pay for 2-3 days, temporarily. This time is a last chance for them to decide if they are in or they are out. If they choose to return to work, they are agreeing to making the described behavior changes. If they return and don't make those changes, they MUST be separated from the organization.
This could look like: "Susan, we've now had two formal discussions regarding your failure to meet XYZ expectations. We've developed an action plan and been meeting regularly to discuss it, but it still isn't happening. At this point, you need to decide whether you want to continue to work for this company. We are placing you on a 2 day suspension without pay. Please use this time to think about whether or not you are willing to meet the performance expectations of this job. If you choose to return, you are agreeing to meet the expectations previously outlined, and will be on last chance status. This means that for 12 months following this meeting, if you do not meet expectations, your employment with the organization will be terminated. If you choose not to return, you will be notifying us of your intent to leave the organization.
3) DOCUMENT. The employee, manager and HR should sign a document acknowledging the occurrence of this conversation and notice of discussion.
Final Thoughts
In my experience, if you do stages 1 and 2 well, you rarely get to stage 3. Similarly, if you do stages 1 and 2 well, and you do get to stage 3, you rarely see a turn around.
Systematic performance management is incredibly important for a multitude of reasons. You have to be consistent in order to be fair. And you have to be fair in order to be trusted. Often acknowledging performance challenges are awkward and uncomfortable, but if left to fester, the problem will be infinitely more difficult to manage. I'll say it til the day I die, "Behavior not addressed is reinforced." Do not let poor performance behavior go unchecked. Nothing kills team performance like an unaddressed weak link, especially when the problem is obvious and impacting other team members.
I hope this helps, keep going-
Meghan
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