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Two types of performance problems

There are two types of performance problems and also two reasons why an employee may not perform according to an employer’s standards or expectations.

When an employee does not perform one or more specific job tasks in accordance with the quality and / or efficiency standards expected by the employer, this is determined to be a performance issue. Performance issues are related to job duties and required tasks of the employee at work.

When an employee behaves in an inappropriate, unprofessional, or unethical manner, it is a behavior or conduct issue. Both performance and behavior or behavior problems require intervention. A supervisor or manager must respond differently to each type of problem.

Bob works for a fast food restaurant. He always comes to work a few minutes early, is nice to his supervisor, gets along with his co-workers, and treats customers very well. However, Bob constantly forgets the script to use when serving a customer. The script includes several “up-selling” outlets intended to encourage people to buy more or increase the size of their order. Bob’s supervisor Mac has provided feedback to Bob three times and has trained him by being with him while serving customers. Bob does well while receiving training, however as soon as he is alone he does not follow the customer service script.

Does Bob have a performance problem or is it a conduct or behavior problem? Actually, we still don’t have enough information to answer this question.

Performance and conduct reasons / behavior problems

An employee can demonstrate performance problems for one of two reasons. First, the employee may lack the skill, training, or experience to perform a part of the job correctly. Alternatively, they may have the required skill or experience, but may not be motivated or confident enough to do some aspect of the job.

When an employee lacks skill or experience, the supervisor or manager must train, coach, and guide the employee toward better performance. Training can take place in the workplace, through formal education, or through employer-sponsored workshops and courses.

When an employee lacks motivation, supervisors and managers must first determine the reasons for the low motivation. These reasons can be organizational or personal in nature. Employees are responsible for maintaining their own motivation. However, the behavior of supervisors and managers, physical working conditions, and the attitudes of co-workers can have a direct impact on employee motivation. An employee may have the ability to do a job, but may perform below acceptable levels because he lacks confidence.

The supervisor should spend time determining how best to support, train or guide the employee to improve his performance. This can be a short-term or long-term process depending on the nature of the job, the personality of the employee, and the relationship you have with the supervisor. Age, gender, education level, culture and language, and personal history all play a role in deciding how best to address employee trust issues.

Mac decides to meet privately with Bob to dig a little deeper into the problem. Bob says he feels the client’s script is unnecessary and “kind of stupid.” He says he prefers to talk to customers without using the script. Mac notes that without the script, Bob “forgets” to sell to the customer and often forgets to say “Thank you and come back.” Bob says he always tries to sell and always gives thanks.

Now reconsider, does Bob have a performance problem or a behavior or behavior problem? We now know that it is very likely a behavior problem. Bob is able to do the job correctly and does it well while his supervisor is by his side. Bob is choosing not to do the job to the standards required of all employees. Knowing this, more training is not the answer. Mac has already given Bob comments three times, so he’s not likely to be successful with more comments either. Using a verbal warning (the first step in formal progressive discipline) is the best next intervention. Bob needs to get the message clearly that he must meet the employer’s expectations and use the customer service script immediately and long-term.

See our next ezine article to find out how to professionally pursue progressive discipline.

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