Manage Staff Reactions to Performance Issues

Performance management is all about addressing and improving employee capability issues within an organisation. When we talk about capability issues, we mean an employee’s inability to perform their job satisfactorily—whether it’s working too slowly, making mistakes, or lacking essential skills. This might surface during probation or later in employment

CREDIT: This is an edited version of an article that originally appeared on Practice Index

Understanding capability vs. misconduct

First, it’s essential to distinguish between capability issues and misconduct. Misconduct involves deliberate or negligent failures in duties, while capability issues arise from generally well-meaning employees not meeting expected standards for various reasons.

Here, we’ll explore typical employee reactions to performance management and how managers can navigate them effectively.

Common employee reactions

Most employee reactions to performance management fall into five categories. Understanding these can help managers handle the process more smoothly.

Active engagement: The ‘try harder’ group

Employees in this category take feedback seriously, reflect on it, and make genuine efforts to improve. They might suggest new approaches and actively seek to learn and grow. These individuals have the best chance of meeting performance targets and becoming valuable team members.

Supporting these employees involves encouragement, empathy, training, coaching, and continuous feedback. Recognising their efforts is crucial, as sustained pressure can lead to stress.

Passive participation: The ‘just keep nodding’ group

These employees accept feedback without resistance, attend meetings, and comply with requirements but show little real improvement. They might not fully understand what’s needed or could be suppressing emotions like anger or fear.

Engage with these employees actively, listen to them, and try to uncover the root of their passive behaviour. It’s essential not to let the performance management process stall here.

Absenteeism: The ‘fly away home’ group

Some employees respond to stress by taking time off. This ‘fight-or-flight’ response can complicate the performance management process. Employers should pause performance management, engage with the employee via a good absence management process, and use tools like Occupational Health referrals to support their return.

Resignation: The ‘fly further away’ group

Another manifestation of the fight-or-flight response is resignation. While it might seem like a relief, it’s not a win-win situation. The employee’s concerns should still be acknowledged, and the organisation faces the cost of recruiting and training a replacement. Consider ways to avoid such outcomes in the future.

Resistance: The ‘fight’ group

Resistance can take many forms, from arguments and grievances to more serious allegations. Some resistance actions are valid and contribute to a healthy work environment, while others may not be.

In these situations, rely on your HR policies and professional advisors. Stay calm, avoid emotional judgments, and adhere strictly to written processes. Remember, as a manager, you hold more control over the situation than the employee and should wield this power wisely.

The golden rules for managing performance issues include acting consistently and fairly, following internal policies, keeping a clear head to avoid intimidation and rash judgments, listening to both the words and behaviour of the employee, and staying aware of the broader context. Ultimately, the way managers implement performance management significantly influences employee responses. This is always worth keeping in mind!