The Importance of Managing Poor Performance

Recently, I had client who was looking to end the employment relationship with an employee.  During the discovery meeting to understand their issues and to help manage their risk exposure, the client asked if past performance issues of the employee could be factored into the organization’s decision to end employment. 

My first question to the client was to ask what some of the performance issues were.  The client explained the individual had made formal communication using the client’s email system critical of the leadership, the employee had failed to follow standards set by their governing body, and that the employee had verbally communicated in an aggressive manner towards other employees and leadership in a manner that left others feel intimidated.  I agreed with the client that this indeed sounded like concerning behaviour.  Not only did the employee not follow rules and guidelines that were clearly established, but their conduct may have been harassing towards others and may have created an unsafe work environment for others.

My next question was even more important than the first.  I asked my client what had they done about the behaviours when the happened?  Unfortunately, as can often be the case, the client indicated that they had not done anything.  While they did not like the conduct and behaviour of the employee, they did not know how to address it and were uneasy with the idea of a difficult conversation with an employee.

Unfortunately, I had to share with my client that while the performance issues could have been significant, the employer had waived their ability to address it now.  If a behaviour is ignored or left unchecked, the employer’s lack of response can be taken as silent acceptance, and the employee can have a right to assume that their actions were condoned.   In addition to the possible legal ramifications, there are many risks to silent approval, such as impact to team morale, lost productivity, and even other ethical and legal challenges.  This recent LinkedIn article sheds more light on the risks of complacency with managing poor performance 

I was able to reassure the client that they were not alone in feeling that way.  Throughout my years as an HR professional, I have come across many business leaders and business owners who struggled with this area of people management.  It is human nature to avoid conflict, especially in socially sensitive environments like the office.  It is critical however, for all employers and leaders to learn the importance of managing performance.  As I said to my client – as awkward as it may feel, do your future self a favour, and deal with performance issues when they happen. 

As a business owner, or people leader, if you lack the time, skill, or confidence to handle these types of conversations, consider hiring an HR professional like Madsen HR Consulting.  We can partner with you to ensure your policies and practices are up to date and clearly communicated, work with you and the employee to set clear expectations and timelines, document the discussions and support any follow up that may need to happen.  Managing performance and behaviour issues will set both you and your employee up for success and will mitigate risks to your business in the future.