Managing underperformance in 2011
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Line managers are often tasked with handling poor performance issues, yet employers have doubts over their ability to do so effectively, XpertHR Benchmarking research reveals. Line managers play a critical role in managing underperformance. The majority of employers say that responsibility for managing underperformance lies principally with line managers. |
However, many employers harbour serious doubts as to whether or not line managers are equal to the task of handling poor performance effectively:
- Three-fifths of survey respondents do not believe that line managers at their organisation are confident and competent in managing underperformance. This figure rises sharply in the public sector.
- More than half of organisations do not think line managers handle performance management issues in a "consistent and fair manner".
Subscribers to XpertHR Benchmarking can drill down into the complete benchmarking data from the 2011 managing underperformance survey. The survey is based on data from 164 organisations with a combined workforce of more than 500,000 employees.
Underperformance problems
Underperformance is an organisational issue for most employers. Four-fifths report "some extent" of underperformance problems. Underperformance issues are more prevalent in the public sector than in the private sector.
The most common poor performance issues faced by employers are those relating to higher sickness absence, followed by individual capability issues and poor attitude/behaviour toward colleagues.
Tackling underperformance effectively: communication is key
Communication is of critical importance to handling issues with poor performance:
- Employers rate regular informal feedback and guidance as by far the most effective method of dealing with underperformance.
- More than three-quarters of survey respondents say that they encourage a strong dialogue between employees and managers in setting performance expectations.
Many employers are taking action to tackle underperformance issues, with training playing a key role:
- Four-fifths have acted to improve staff performance over the past year.
- The most common actions taken to improve staff performance are providing line managers with guidance or training and improving line managers' people skills.
The most challenging aspect of managing underperformance is dealing with systematic poor performance. The survey suggests that employers prefer to use positive action in such circumstances, rather than resort to the organisational capability/disciplinary procedure.
You can also access XpertHR's detailed written analyses of the survey findings: Managing underperformance 2011 survey: Tools and techniques; and Managing underperformance 2011 survey: Line managers' role.
Michael Carty, benchmarking editor
