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I was formerly underperforming and left to be a top performer in advisory. What I hated about the staff level in audit was the complete lack of autonomy and the excessive micromanaging. Getting individual task after task after task with no idea how it all worked together and with no end in sight was incredibly draining. The work seemed pointless and killed my motivation. I think helping a staff understand the bigger picture or the significance of their work helps a lot.
Don’t know what can be determined as underperformed but I know some people are actually smart but given lower score and no early promo just because upper level think they don’t have good attitude and they are not following the instructions all the time. So would suggest to give more detail on what you think indicate a staff is not doing well? Finish task later than you expected or although wp is delivered fast, many detail is omitted? When you think about detail like this you might be able to have a better plan for their improvements. And mostly importantly, give that people transparent feedback on time, also if applicable, let hem know who might be a good example to follow.
Aside from what has been said I also think having clear expectations and just having a good communication line and frequent updates with them on how they’re performing aside from quarterly/semi annual performance reviews. If someone doesn’t know they are underperforming they might be complacent and think they are doing fine but letting them know then they might step up.
Align expectations upfront, 15 min daily huddles, space for them to execute with, check in every couple weeks on burn rate.
On some projects, I noticed some managers had high expectations of new folks that had never been trained or done similar work. Keep your expectations lower for folks unless they ask for responsibility
Also, please also look at other factors as well within your firm such as resources available to new staff. When I was a staff in PA for a regional firm. I was let go at year 2. The odd thing is all of my performance reviews (mid year and annual) were good. Nothing negative noted. The reason I felt like I was struggling so much was A.) the firm did not have the resources for me to be able to do research on my own and training happened twice per year. B.) the seniors I worked with mostly had stanka** attitudes anytime I’d ask them a question. Which eventually turned me off and I no longer asked questions for the fear of getting snapped at. C.) the training that was provided was not really practical.
After I got let go, I was picked up by the competing firm and my experience was way better. So my point is make sure your staff know how to use all the resources available to them so that they can perform at a satisfactory level.