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I need to see willingness to change with measurable change/results. It’s as much about attitude as it is about results. There’s a lot of people who are nice, but not good at their jobs and at the end of the day, it’s a drag on people who do their jobs well. It’s hard to separate that sometimes. Ask yourself a few things: are they trying to help themselves? Are they using all resources at their disposal? Are you being clear in your expectations and where they are falling short?
That being said, don’t fire someone without a long and repetitive pattern of under delivering. Don’t be quick to assume someone is ineffective because of a bad week or two. Listen first, hear them out, and be explicitly clear on expectations and where they are falling short. If you still notice a repeated pattern that hasn’t changed over 3-6 months without plausible explanation, I’d think about a formal improvement plan.
PIP them out.
Mentor
Assuming you have monthly/quarterly check ins and performance goal setting, what is the response to their underperformance? Do they care and want to work towards reaching an acceptable level or are they just collecting a paycheck?
Here are better questions, when was the employee advised that they were under performing? What was their reaction or the action plan that was put in place to improve their performance? What has the rest of their performance been like? How do they fit in with their team? How often are you meeting with said under performing employee?
Dear Director the process shouldn’t be about number of chances the performance review is not a baseball game. The company should have a performance review framework with a clear expectations and understanding what minimum requirements and criteria needs to be met during the term of employment. This should include the review process timelines including dismissal and promotions. It worries me that the manager with direct reports do not know how to manage their employees. Not fair to employer or employees.