Introduction

Successfully managing underperformance in the workplace is vital for creating an engaged and productive workforce. One critical part of addressing underperformance involves identifying its source – often divided between conduct and capability issues – so this article covers both. It explores why managing underperformance matters while offering tips to differentiate these causes of nonperformance for maximum improvement.

Understanding Underperformance

Underperformance occurs when employees fail to achieve the goals or objectives that were established for them, be they situational – one task/interaction, or multiple – a repeated failure to deliver to expectations. Addressing underperformance as soon as it’s identified – usually during regular one to one sessions – is key in aiding employees’ improvement while mitigating long-term negative repercussions.

Identifying the Root Cause: Conduct Vs Capability

When dealing with underperformance issues, it’s essential to identify whether they stem from conduct or capability.

Capability

Capability can be defined as the abilities or qualities necessary for employees to effectively fulfil their role. Issues related to capability often stem from insufficient education, training or experience levels. When capability is identified as a cause of underperformance, managers should consider these factors:

1. Training: Determine whether an employee has received adequate training to fulfil their role effectively, which includes onboarding, ongoing skill development and any relevant new products/ services training.

2. Experience: Consider whether an employee’s expectations align with his or her level of experience in their role or similar position. Assess if any modifications need to be made for that individual’s level of knowledge and expertise.

3. Evolving Role Requirements: Roles can change over time due to various factors, including meeting customer demands or remaining competitive; assess if an employee has kept pace with these shifts by adapting and taking on new responsibilities successfully.

Conduct

Conduct issues usually manifest themselves as inappropriate behaviours, including timekeeping issues, attitude problems and inappropriate interactions with colleagues. When employees’ conduct is the source of underperformance, managers need to address it by:

1. Setting Clear Expectations: Be clear in communicating the expected standards of behaviour and performance to employees; ensure they fully comprehend any consequences for continued poor conduct.

2. Offering Feedback: Provide constructive criticism when an employee displays any instances of poor conduct, working together with him/her to develop strategies for improvement.

3. Monitor Progress: Consistently assess an employee’s conduct and progress, noting any improvements and addressing any ongoing concerns as necessary.

Support Employee Performance Improvement

Once the cause for underperformance has been established, both employee and manager must commit to rectifying it. Create an action plan tailored to its cause (whether conduct- or capability-related). Outline steps needed for improvement as well as any possible outcomes should performance not improve as planned. Setting a clear timeline for when the action plan should be delivered is also critical.

Conclusion

Effectively managing underperformance by accurately identifying its root causes such as conduct or capability issues is vital to creating and motivating an efficient workforce. By distinguishing these two elements and offering tailored assistance to employees who reach their full potential and contribute significantly towards an organisation’s success.