Organizations focus mostly on managing high performers, probably as a risk
mitigation measure.
After all the high-performers are considered as the drivers of business and
their retention is a high priority for the organization.
This article, however, examines how to manage non-performers which may
sometimes be 10-20% of your employee strength.
Who are non-performers ?
Are non-performers those who
* Do not meet their targets?
* Do not contribute to the team effort?
* Do not have the required skills & competencies?
* Do not get along well their supervisors?
* Take no action on the tasks assigned to them?
* Spend no time on self development?
* Take no interest in the organizational activities?
* Have a poor attendance record?
* Are involved in disciplinary cases?
* Are not interested in training and mentoring others?
* Lodge maximum number of complaints and grievances?
* Have never received any rewards or recognitions?
* Have below average performance rating over the years?
* Have been repeatedly counseled to improve performance?
* Are trouble creators in the organization?
* Are generally disliked by peers & seniors?
* Avail of all types of leave & full slag times (lunch/ coffee breaks).
Perhaps most of the above aspects need to be examined before labeling an employee as non performer'. This is possible only if you have composite on-line HR systems.
A few thoughts!
You have always picked the right person for the right job.
Your recruitment process was fair and you always searched for the best available talent.
From your recruitment records you can verify the ratings of non-performers in the psychometric tests & their evaluation by interviewers & professionals.
You kept the new entrants on probation for a sufficient time.
You had a proper system for induction & on-boarding.
You screened the probationers well before their confirmation.
Your process speaks of no scope of the entry of low profile people in your organization.