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    Organizations focus mostly on managing high performers, probably as a risk
    mitigation measure.

    After all the high-performers are considered as the drivers of business and
    their retention is a high priority for the organization.

    This article, however, examines how to manage non-performers which may
    sometimes be 10-20% of your employee strength.

    Who are non-performers ?

    Are non-performers those who
    * Do not meet their targets?
    * Do not contribute to the team effort?
    * Do not have the required skills & competencies?
    * Do not get along well their supervisors?
    * Take no action on the tasks assigned to them?
    * Spend no time on self development?
    * Take no interest in the organizational activities?
    * Have a poor attendance record?
    * Are involved in disciplinary cases?
    * Are not interested in training and mentoring others?
    * Lodge maximum number of complaints and grievances?
    * Have never received any rewards or recognitions?
    * Have below average performance rating over the years?
    * Have been repeatedly counseled to improve performance?
    * Are trouble creators in the organization?
    * Are generally disliked by peers & seniors?
    * Avail of all types of leave & full slag times (lunch/ coffee breaks).

    Perhaps most of the above aspects need to be examined before labeling an employee as ‘non performer’. This is possible only if you have composite on-line HR systems.

    A few thoughts!

    * You have always picked the right person for the right job.
    * Your recruitment process was fair and you always searched for the best available talent.
    * From your recruitment records you can verify the ratings of non-performers in the psychometric tests & their evaluation by interviewers & professionals.
    * You kept the new entrants on probation for a sufficient time.
    * You had a proper system for induction & on-boarding.
    * You screened the probationers well before their confirmation.
    * Your process speaks of no scope of the entry of low profile people in your organization.

    Correct?
    Then who created non-performers?

    If everything was right in our selection process and people in general want to do well in their place of work, the question that begs an answer is ‘Who created non-performers?’


    You may view the rest of the article at
    http://www.empxtrack.com/blog/06/managing-non-performers/


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    comment 2 Comments
    • SHANTARAM KAMBHAMPATI
      06-15-2010
      SHANTARAM KAMBHAMPATI
      yes, if company has many non-performers something is wrong with values system and culture of the organisation, the recruitment/induction/training processes, performance appraisal and rewards, work culture and systems, the leadership and managerial/supervisory practices and behaviours, the compensation and benefits programmes, worklife balance, etc

      with clarity on company values/objectives there should be no chance for recruiting/training a person who does not fit organisation expectations.
    • Gloria Witt
      07-12-2010
      Gloria Witt
      Who created non-performers? The manager. Why? Provided the employee has the basic competencies necessary to fulfill the job requirements, non-performance translates into unclear expectations and a failure of management to coach and lead effectively.

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