2.1.3 Addressing poor performance
Building a communication relationship with a staff member or a customer will rely on how well you conduct interpersonal communication during face-to-face contact. This relationship also may have to be the basis used to address poor performance. While the organisation may have formal processes for dealing with poor performance it is still the responsibility of the relevant manager to address the issue. Many frontline managers may wish to avoid this situation, but the cost of not doing so will cause further problems.
Figure 1 The hidden cost of not addressing poor performance
Poor performance may be addressed by direct interview to diagnose the 'problems/issues' or a coaching session. However, poor performance may also lead to the counselling. Serious breaches or repeat poor can lead to more formal grievance procedures and even dismissal.
Activity 3
Reflect on how to address poor performance through direct, interpersonal communication
Addressing poor performance at an interpersonal level requires basic communication skills at the task level. The following five headings represent the common phases during one-on-one or face-to-face interpersonal communication. Reflect on a situation where you may have to counsel an employee on poor performance. Does your face to face contact occur across this structure? If not, how does it vary?
- Initial contact
- Effective questioning
- Listening skills
- Non-verbal communication
- Review and consensus
Many managers prefer to address poor performance through the organisation's formal structures. This method is often chosen for both legal and policy reasons. Sometimes, however, it is used because poor performance was not addressed early enough as the manager wished to avoid conflict.
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