Create successful ePaper yourself
Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.
HR UPDATES MANAGING NON-PERFORMERS<br />
27<br />
Introduction<br />
Organizations focus mostly on <strong>ma</strong>naging high performers, probably<br />
as a risk mitigation measure.<br />
After all the high-performers are considered as the drivers of business<br />
and their retention is a high priority for the organization.<br />
This article, however, examines how to <strong>ma</strong>nage non-performers<br />
which <strong>ma</strong>y sometimes be 10-20% of your employee strength.<br />
Who are non-performers ?<br />
Are non-performers those who<br />
Do not meet their targets?<br />
Do not contribute to the team effort?<br />
Do not have the required skills & competencies?<br />
Do not get along well their supervisors?<br />
Take no action on the tasks assigned to them?<br />
Spend no time on self development?<br />
Take no interest in the organizational activities?<br />
Have a poor attendance record?<br />
Are involved in disciplinary cases?<br />
Are not interested in training and mentoring others?<br />
Lodge <strong>ma</strong>ximum number of complaints and grievances?<br />
Have never received any rewards or recognitions?<br />
Have below average perfor<strong>ma</strong>nce rating over the years?<br />
Have been repeatedly counseled to improve perfor<strong>ma</strong>nce?<br />
Are trouble creators in the organization?<br />
Are generally disliked by peers & seniors?<br />
Avail of all types of leave & full slag times (lunch/ coffee breaks).<br />
Perhaps most of the above aspects need to be examined before<br />
labeling an employee as ‘non performer’. This is possible only if you<br />
have composite on-line HR systems.<br />
A few thoughts!<br />
You have always picked the right person for the right job.<br />
Your recruitment process was fair and you always searched for the<br />
best available talent.<br />
From your recruitment records you can verify the ratings of<br />
non-performers in the psychometric tests & their evaluation by<br />
interviewers & professionals.<br />
You kept the new entrants on probation for a sufficient time.<br />
You had a proper system for induction & on-boarding.<br />
You screened the probationers well before their confir<strong>ma</strong>tion.<br />
Your process speaks of no scope of the entry of low profile people<br />
in your organization.<br />
Correct?<br />
Then who created non-performers?<br />
If everything was right in our selection process and people in general<br />
want to do well in their place of work, the question that begs an<br />
answer is ‘Who created non-performers?’<br />
My interactions of over 40 years with <strong>ma</strong>ny organizations identify<br />
the following as some areas of responsibility:<br />
Supervisors (i.e. Reporting Manager of the employee)<br />
Lack of transparent and employee friendly HR policies
Change language