How to Address Repeated Mistakes In Your Workplace

Employee Performance

Tips, Tools and Tactics for Managing Poor Performance

It’s one of the hardest aspects of supervising staff or running a business: managing an employee’s poor performance. It’s a common headache for many employers that can strain personal and professional relationships while impacting the smooth operations of the business. There are right and wrong ways to address poor performance, and things can go wrong if not handled with care and respect to an individual’s unique circumstances. Fortunately, there are steps employers can take to manage the situation without impacting the working relationship. Regular performance reviews can assist in identifying any issues before they become larger and it is recommended employers deal with poor performance quickly, as the problem does not usually solve itself. Depending on the type of performance issue, this can be done in an informal or formal manner. Examples of poor performance Poor performance or underperformance is a person’s inability to do their job and failing to meet the standards required of the company. Poor performance can manifest in the workplace in a number of ways, such as: Inability to fulfil the standards and expectations of an employee’s role Failing to ensure work is completed within a required timeframe Repeated errors in work Some of these contributing factors are the responsibility of the employee. However, it is important to not assume an employee is intentionally underperforming, but instead find out why the employee is underperforming. Many cases of poor performance are unintentional. Sometimes an employee will be unaware they are underperforming and won’t change unless they are told otherwise. Common reasons for poor performance Many cases of poor performance come from a simple misunderstanding or lack of ability to satisfy the assigned role or position. Some cases are more complex and require a tailored approach to manage the situation. Some of the most common reasons for poor work performance include: Misunderstanding of standards and expectations for the job Not enough training or support Personal reasons or sickness Work-related stress Workplace bullying Low morale or job satisfaction When it comes to new employees who are underperforming, they might not fully understand the job description and performance expectations. In this case, extra guidance and support will help ease them into their role. If an employee is a long-term member who has performed well in the past, there could also be a deeper underlying issue needing to be addressed. How to manage poor performance Managing poor performance can be done through an informal or formal process. Depending on the type of performance and scale of the problem, one method may be more effective than the other. Not all cases of poor work performance need a structured process. Sometimes informal intervention is the quickest and most effective way to resolve minor issues. This may include: Giving verbal feedback on the spot Allocating a buddy to help the employee Providing extra coaching and mentoring Giving the employee a written list of tasks to manage their duties If an informal approach does not address the issue, it may be necessary to establish a performance improvement plan (PIP). Performance Improvement Plan (PIP) A Performance Improvement Plan is designed to give employees the support they need to improve their skills over a reasonable period of time. By encouraging an open dialogue and constructive feedback, both parties can work together to identify the key issues and work towards improving performance. Transferring, demoting or dismissing an underperforming employee If the PIP proves to be unsuccessful, there are a range of options that an employer may have open to them, depending on the circumstances. By mutual agreement, an employer may be able to transfer or demote the employee into a role more suited to their ability, or decide to terminate their employment entirely in accordance with correct procedure. In any case, an employer should be sure to follow the correct process and keep a record of all relevant information to avoid any chances of a claim against the business (for example, an unfair dismissal claim). Support is available Managing an employee’s poor performance is a tricky and often difficult task for managers and business owners. If you need support, advice or guidance in managing an underperforming employee or want to know your obligations, reach out to Peninsula today.

Employee Performance

Trial and Probation Periods

Trial and probation periods are an important aspect of employment but can be confusing for a lot of employers, particularly when it comes to determining how and when to use which type and their associated requirements. While trial and probationary periods can protect employers from the pitfalls associated with hiring the wrong person, they can also cause concern if not applied correctly. First and foremost, understanding the difference between a trial period and a probationary period is paramount. Trial period New employees can be placed on trial period for up to 90 days. You should seek advice regarding trial periods for casual staff or if you have a collective agreement in place. The trial period can last up to 90 days but in order to meet your employer obligations, it must be agreed upon in the employee’s written employment agreement, which needs to be signed prior to the employee commencing working. It is important to know that by including a trial period and ensuring it is part of the employment agreement, an employee cannot bring a personal grievance for unjustified dismissal against their employer at the end of the period. A beekeeping business in Western Bay of Plenty was found to have unjustifiably dismissed an employee who they believed was on a 90 day trial period. The Employment Relations Authority (ERA) found that when the worker began his employment, he was requested to sign an employment agreement which did not include a pay rate, nor make mention of a trial period, making a supposed trial period irrelevant. In order for a trial period to be considered valid, it must be in writing, included in your employee agreements and specify: the full length of the trial period (which cannot exceed 90 days) a clause stating that the employee may be dismissed during the trial period, including how much notice must be given (keeping in mind that reasonable notice must be given) Employers are required to act in ‘good faith’ for the duration of the trial period. Acting in good faith during the trial period includes: providing the employee sufficient time to read and sign the employment agreement outlining the trial period taking into consideration any concerns or questions the employee has regarding the trial period providing the employee with feedback during the trial period Whilst on a trial period, employees are still entitled to the same benefits of a permanent staff member, such as holiday pay and sick leave. In a recent case, an employee was employed for only one day before signing up to a trial period. However, once dismissed during this trial period, she successfully argued that she was not a ‘new employee’ and as such her dismissal was unjustified. Employers do not need to provide the employee under a trial period with a written statement of reasons for their dismissal, however, are required to provide an explanation as to why the employee has not been successful. Probationary period Probation periods are the perfect way to find out if an existing employee can do a new job, or for existing employees who are changing jobs. The timeframe of a probationary period is not limited to 90 days and can be longer, but only if it is reasonable and agreed upon by both the employer and employee. Once again, this period must be included in employment agreements, therefore it is important to ensure you update these prior to your employee commencing their new role. Employees are entitled to bring a personal grievance against their employer for unjustified dismissal in relation to aspects associated with the probationary period. All aspects associated with signing up to probationary periods must be managed carefully and must be confirmed in writing prior to commencement. Any dismissal under a probationary period should follow a fair and reasonable process, as an employee under a probationary period has access to lodge a personal grievance in respect of their dismissal. It is recommended to seek specific advice when placing an existing employee on a probationary period, as specific terms and conditions may need to be included in the employee’s employment agreement in relation to this. Get employment relations support with Peninsula Kiwi small business owners have to wear a lot of hats when it comes to management and staffing. Peninsula recommends seeking professional advice and assistance when defining employment agreements that include trial and probationary period. Talk to our team today to get all your questions on probation and trial periods answered.

Employee Performance

The Problem with Presenteeism

Like delayed trains, broken down coffee machines and jammed printers, an employee calling in sick is an everyday event in working life. However, absenteeism is only a part of the picture when it comes to staff being unwell. For employers trying to run a productive and cost-effective business, presenteeism can pose a much bigger problem. What is presenteeism? Presenteeism is the act of being present at work without being productive, normally because of poor physical or mental health. Even if the term seems unfamiliar, presenteeism in the workplace is nothing new. If you’ve ever popped a few paracetamols and dragged yourself to work with a splitting headache, you’ve been involved in it yourself. Many employees feel the need to ‘show up’ for work despite being unwell due to anxieties about job security, or because of an unhealthy workplace culture in which sick days are confused with a lack of commitment. The problems of presenteeism When it comes to employers, is it better for sick employees to persevere and come to work, or stay at home and fully recover before returning? Most business owners would prefer the former. Why? Let’s explore some of the biggest problems that come with presenteeism. Reduced productivity: For your workforce to really be a force, your staff need to be fully fit. An employee who comes into work not at their best, either physically or mentally, is unlikely to maintain their normal job performance. This means you’ll be paying full wages for reduced productivity and work that’s strewn with unnecessary mistakes. The spread of illness: If an employee has a contagious illness like influenza or norovirus, it can quickly spread like wildfire through your workplace. In this case, one employee’s presenteeism can lead to multiple absences. Post-Covid, people are far more conscientious about containing the spread of disease and more likely to stay at home when unwell. However, there’s always somebody who feels the need to ‘soldier up’ at everybody else’s expense. Prolonged recovery time: It might sound simple, but the decision to persevere with work through an illness almost always delays the recovery process. Would you rather an employee had two days of paid sick leave and then returned to work ready to perform, or worked while sick for ten days at 50% of their normal productivity? It’s a no brainer. An employee who properly rests and recovers will return to their usual levels of productivity in the shortest possible timeframe. Digital presenteeism The trend toward hybrid and remote work arrangements has seen the rise of a new phenomenon known as ‘digital presenteeism’. You might think that the pressure to ‘show up’ for work when sick reduces in the world of remote work. However, working online can have the opposite effect. Because remote workers are out of sight, they tend to feel the need to prove their presence to managers and colleagues. This can result in an ‘always-on’ culture where employees feel obliged to stay online and respond to requests 24/7, even when they’re not well enough to do so. Additionally, working from home has seen the boundaries between work and private life blur, leaving many workers unable to switch off – metaphorically and literally.This lack of separation can lead to longer working hours and difficulty taking breaks or switching off. The therapeutic work dilemma While most managers will almost certainly prefer physically unwell employees to stay away from work, employees with mental health issues are a more complicated matter. Work can sometimes help with mental health problems because it maintains routines, a sense of purpose and social connection. As such, an employee struggling with their mental health might choose to be at work for its health benefits, despite not being able to perform at normal levels. Small businesses can struggle to accommodate therapeutic work, firstly because of the financial loss that comes with paying an employee at the normal rate for reduced productivity, and secondly because the employee’s mental state may have a ‘ripple effect’ on other workers, impacting team morale and productivity on a broader scale. Therapeutic work creates a dilemma for business owners who are committed to supporting a mentally unwell employee but must balance this commitment with possible risk factors to the wellbeing of co-workers. Before you allow a therapeutic work arrangement, be sure to: Get a written recommendation from the employee’s GP, counselor, or mental health specialist. Make tailored adjustments to the employee’s role as needed. Regularly check in with the employee and ensure they have enough workplace support. If these measures are beyond your company’s means, therapeutic work might not be a workable option for your business. Practical steps for avoiding presenteeism If you want to avoid an unhealthy workplace culture and staff that subscribe to presenteeism, following these simple steps can help: 1. Clarify your position Adopting a ‘presenteeism-free’ culture can help nip the problem in the bud. Put your company position down in writing and include it in your employee handbook. You might even hold team meetings to discuss the issue and raise awareness. It’s wise to start by addressing presenteeism at senior management levels. CEOs and other business leaders should always take sick leave, setting an example for the other employees. 2. Ensure staff have enough paid sick leave An employee who knows they will not get paid if they take sick leave is much more likely to drag themselves into work unwell. All of your employees are entitled to 10 days of paid sick leave after six months of continuous employment, regardless of how many hours they work each week or whether they are full-time or part-time. Even if they have not had six months of continuous service, they will still be entitled to paid sick leave providing they have worked for you at least an average of 10 hours per week, with at least 1 hour every week or 40 hours in every month. 3. Implement EAPs An Employee Assistance Program (EAP) is a confidential counselling service offered by employers to their employees. EAPs are designed to support the social and psychological well-being of staff, both in the workplace and in their personal lives. Larger businesses with enough financial resources will set up internal EAPs, offering staff a professional counselling service when times get tough. In New Zealand, there are a range of EAP service providers that smaller business can choose to contract. Naturally these services come at a cost, but they focus on early intervention and can help to prevent more pervasive mental health problems, meaning they often represent a sound investment. 4. Set remote work boundaries Rather than assuming remote workers will take the initiative to set their own boundaries, you should actively encourage them to do so. Before a staff member starts working remotely, clarify their expected hours and when they will (and won’t) respond to work-related requests. You should also make it crystal clear that you don’t expect them to work when they’re unwell just because they’re working from home. 5. Conduct employee health surveys Conducting regular staff surveys can help you get valuable information about your workforce’s wellbeing; helping you better understand anything work-related that might be contributing to presenteeism. The information you get from these surveys can help you take steps to reduce unnecessary workplace stress and enhance the long-term health and productivity of your staff. Get employment relations support today Peninsula has years of experience working with Kiwi businesses, helping thousands of employers get the best out of their teams. If you’re a business owner with an employment relations question, talk to our team members today.

Employee Performance

Conducting Effective One-on-One Meetings

One-on-one meetings are known to strengthen relationships between managers and their direct reports. They encourage conversations and frequent check-ins, helping to develop trust between individual team members and the manager. As trust in the workplace solidifies, it creates a safe environment for people to find new and collaborative ways to work. However, most managers often struggle with organising one-on-one meetings that don’t feel like torture to their direct reports, lacking focus, and forethought. Here are a few tips for having meaningful and motivating one-on-ones. Set an agenda Setting an agenda is key for one-on-one meetings. Determine the meeting’s objective and think through what you want to discuss with your direct report. Are there any specific issues you need to address? Since the one-on-one meeting is supposed to be a collaborative effort, share the agenda with your team members at least a day before the meeting. This gives them time to prepare and put in effort on their part. It also reduces anxiety and increases employee engagement and buy-in in the process. What are your main discussion points? There’s always a lot to talk about, so narrowing down on specific topics you’d like to discuss is key. You should write down topics of discussion and prepare the questions you want to ask beforehand. Be sure to keep your questions to a maximum of five, so your one-on-ones don’t drag on for too long. You can use several data sources to inform your discussion points, including: Goal progress Employee performance, skills, and competencies Customer or peer feedback Recent recognition Past one-on-one meetings Take note of questions from past meetings, recent wins, and challenges to ensure your discussion topic is objective, productive, and relevant. Conduct regular one-on-one meetings One-on-one meetings are most effective when they run on a regular cadence. If you have five or fewer team members, you can aim for one-hour weekly one-on-ones. But even if you have a bigger team, there’s no excuse not to conduct one-on-one meetings. Depending on your company’s structure and needs, you can conduct bi-weekly or monthly one-on-one meetings. Just adjust the meeting duration and frequency to make it work for you. It’s crucial to develop a routine, and you can do this by blocking out time in your calendar and only reschedule if necessary. While it can be hard to hold regular one-on-ones, once the manager and the team members see its immense value, one-on-one meetings become a natural part of ongoing development conversation and feedback. One-on-one questions for employees General check-in questions What did you feel good about today? What was the highlight of this week? What can we improve on? **Alignment questions What keeps you inspired and engaged at work? What obstacles prevent your team from performing their best? Do you have any concerns about your career opportunities here? Progress questions What’re the highlights of your past month or quarter? How are you progressing on your goals? Do you need help? Where could you improve? Relationship-based questions What can I do to support you in your current tasks and projects? What are your hobbies and likes? What roadblocks are in the way of you achieving your goals? Career aspiration questions Which part of your job do you feel is most relevant to your long-term goals? How can we help to further develop your career? What are your career goals? Dos and don’ts for a one-on-one meeting Do the following: Effective listening. As a manager, listening to your direct report helps you to understand them better. You can pick up on issues they hint at and ask more pointed follow-up questions that bring the challenge to the surface. Plan for the future. Growth can come quickly when you start managing your team well. So as a manager, you need to think about the future of your team and plan for the next steps. Talk about their careers and identify a few team members you can nurture into leaders. Take notes. What your team says during your one-on-ones is important, but if you don’t take notes, you’ll likely forget most of it. This can cause your team to stop being open. Effective note-taking shows your team that you value what they have to say. You can also review your notes later and keep track of your promises and build momentum. Be specific and clear about the next steps. At the end of every meeting, talk about the steps you’ll take to make progress on what was discussed and who’s accountable for what. Don’t do the following Don’t come unprepared: This shows that the meeting doesn’t matter to you, which builds frustration and resentment in your team. Don’t forget what you discussed in the last meeting: This kills your team motivation and momentum and wastes time. Don’t rush the meeting: Schedule enough time for your meeting for it to be productive. Don’t be late: Showing up late shows that you don’t respect your team’s time. Don’t cancel the meeting: Instead, reschedule it in case of an emergency.

Employee Performance

How to Give Negative Feedback to an Employee

As a business owner, no doubt you have had a number of employees that have, over time, said or done the wrong thing. Whether they have gone completely off the rails, or whether it was a simple mistake during their work that led to a big problem for a client. Or it could be that they seem to be making the same mistakes over and over again. When it comes time to actually talking to them about it, it can be very touchy – particularly if you want to maintain a positive working relationship. Providing negative feedback, however, is essential if you want your business to run efficiently. There is a right (and wrong) way to do so. Here are our top tips for how to give negative feedback to an employee that will maintain relationships and a positive working environment: Step one: Stop and think While you want to provide feedback to your employee as soon as possible after the problem arises, raising the issue right away could cause more drama than it’s worth. You’ll probably still be a bit emotional about it, so take a few deep breaths. You also don’t want to ruin your employee’s motivation so consider the best time to mention it. For example, could it be better that you organise a meeting with them at the end of the day, rather than discussing it at 11am when the incident occurs? Step two: Privacy Don’t discuss the problem with them in front of their colleagues. This is not only embarrassing for them, but it could reduce the confidence other team members have in them – providing problems within the group. Also, never discuss problems with them via email or text. Give them the time they deserve with a face-to-face meeting. Take them to a meeting room to discuss the issue in private. This also lets you make sure they are getting the message (and taking notice of it). Step three: Be specific When you’re giving negative feedback, be as specific as you can be. Make sure you include good points as well, but when it comes to the negativity, discuss a particular scenario in depth. The way you deliver your feedback is as important as the actual feedback itself. Don’t yell. Start by telling them the good things they have been doing; then be polite and offer a sense of understanding – perhaps even mentioning a some of the mistake you’ve made in your working journey. Step four: Don’t make it personal It’s easy for one-on-one feedback meetings to feel like an ambush for the employee in question. At all times keep the discussion about their professional conduct and performance, and don’t use it as an opportunity to unleash a torrent of grievances covering everything they’ve ever done wrong. Stick to the problem at hand, and be honest about it. Start with a compliment, then discuss the specific issue with them. Step Five: Ask for feedback in return When you’re bringing up an issue with an employee, expect that they will defend themselves – and they might have some not-so-nice things to say in return. Be prepared. In fact, go one step further and ask them outright – “What can I do to better support you?” Feedback is essential for business success. Step Six: Use the BIG theory Behaviour. Impact. Get Agreement. Talk about what happened and the behaviour you saw or heard. Then discuss the impact this behaviour has had on clients, colleagues or work in general. Offer positive reinforcement to your employee and come up with a plan that will see change. Finally, agree on a way you can both move forward. Create effective workplaces with Peninsula The most important thing is that you do what’s best for your company and team. Peninsula has worked with Aussie businesses for years providing them with tailored employment relations and workplace health and safety advice. If you need support or help with employee management, contact Peninsula for a free, confidential discussion.

How to Address Repeated Mistakes in Your Workplace

1. Allow the employee to suggest a solution to their mistakes

2. Provide further training if required

3. Encourage questions

4. Will vs skill

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Related Blog Posts

Tips, Tools and Tactics for Managing Poor Performance

Trial and Probation Periods

The Problem with Presenteeism

Conducting Effective One-on-One Meetings

How to Give Negative Feedback to an Employee

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