January 22, 2013
Performance management would be easy if it weren’t for people who underperform. Now is an excellent time to correct behavior issues using the performance review process.
Correctly identifying the need to correct behavior is a first step. Often, an employee is unable to do as you say or reach a particular goal because he or she is not ready to accomplish the task for one of the following reasons:
(1) the goal is not clearly stated;
(2) adequate training or instruction is not provided; or
(3) adequate resources (time, equipment, information) are not available.
If you do not provide the needed instruction, skill, or resources for employees to accomplish their goals, then it is your responsibility to remedy that situation. However, if the problem is that an employee is not willing to work toward a goal, then you need to correct individual behavior. Effectively correcting behavior issues involves several of the methods also discussed for reinforcing behavior.
1. Recognize that correction is part of the feedback process. This is a necessary and desired part of communication. Most of us want to do well in our work. Effective job performance feedback means hearing when we are doing well (reinforcement) and also hearing when our performance needs improvement (correction). Managers need to provide this feedback for employees and for each other.
2. Correction should occur as soon as possible, but in private. Each of us has the right to know what we are doing wrong and why, so that we can take steps to improve performance. When correcting employee performance, describe the error specifically, tell what needs to be done differently, and explain why. Although correcting behavior needs to occur as soon as possible following the error, it should be done in private whenever possible. Your intent is to correct for improved performance. If you embarrass, anger, or humiliate an employee, you will lose ground in terms of the relationship as well as performance.
3. When correcting, provide specific feedback. Use assertive messages and listen carefully. For example, you might say, “I am disappointed that you did not seem prepared for this morning’s presentation. Your main points were unclear and your overheads were not relevant to what you were saying. As you know, our goal was to provide the engineering manager with clear, relevant information to aid his budgeting decision for the waste incineration.” When providing feedback, express the error and your feelings about it and explain the consequences of that error.