Wondering how managers can promote effective team management? Dive into this ultimate guide to team management with the top tips and best practices
Team management is increasingly becoming a sought after organizational priority. At a basic level, it is about bringing and keeping people together to achieve set objectives and goals. While the focus on team management has been around for decades, its importance is lately increasing as organizations begin to realize the need for holistic collaboration and the perils of working in silos. Through the course of this blog, we will shed light on the meaning and importance of team management. At the same time, we will share some tried and tested tips to augment team management and how it is being redefined in the age of remote work.
As the term suggests, team management is essentially about managing a team to achieve a set target. While some professionals believe that team management is simply about delegation and allocation of tasks, it is important to understand that it is a much more comprehensive concept. Team management is practically the key to the success of any team.
It starts from bringing together the right talent, to nurturing them and leveraging their strengths, to retaining them and facilitating their personal and professional growth. Undoubtedly, the ultimate objective of team management is to ensure that a team is able to achieve what it sets out for. However, there are several factors like communication, delegation, problem solving, collaboration, etc. that make this achievement possible and collectively define team management.
If you find yourself wondering if team management is actually worth the while, take a pause and reflect on the question. On a macro level, the goal of effective team management is to achieve the set targets and goals. This is a direct reason why organizations must pay due heed to team management. However, if you are questioning how team management is able to achieve this success, we have a few reasons to support our assertion.
With a combination of enabling factors like effective communication, clear directions, seamless collaboration, etc., team management has the potential to create a positive and empowering work culture. Consequently, a positive work culture results in happier employees and acts as a great tool for employer branding. According to a study, more than 50% of executives say corporate culture influences productivity, creativity, profitability, firm value, and growth rates. Therefore, team management is a great asset for organizations to build the right culture.
On a similar note, effective team management has the potential to facilitate greater productivity and performance. The rationale is simple, team management entails clear expectation setting and accountability. There is no scope of confusion or chaos which leads to efficient work and meeting of targets. At the same time, team management enables employees and managers to share their expectations and concerns, augmenting satisfaction as a whole. Research shows that satisfied employees are 12% more productive than the average worker. Evidently, team management augments clarity of work resulting in increased productivity.
Finally, one of the major challenges faced by organizations is retaining top talent. According to a study by Gallup, 50% of employees quit their bosses and not their jobs. At the same time, the cost of replacing an individual employee can range from one-half to two times the employee’s salary. This is alarming and clearly indicates the cost of poor team management. Fortunately, effective management can help bridge this gap. When employees find a culture they can thrive in and a team that supports their goals and ambitions, they are unlikely to look out, reducing turnover significantly.
With a clear rationale of how team management helps and how an organization can benefit from the same, we can now move on to explore some of the top team management skills that managers and leaders must possess.
Team management essentially involves clear and more importantly a two-way communication. Managers should not only focus on ensuring that they are able to set clear expectations and communicate their thoughts well. They should also strive to promote active listening to gauge employee pulse, thoughts and ideas.
Delegation refers to allocation of tasks and responsibilities within the team based on the strengths and competencies of each member. Delegation, and therefore, team management is effective when leaders are able to gauge the capabilities as well as interests of all team members to ensure effective and efficient allocation of responsibilities. The result is not only effective performance, but also professional development for all team members.
For a team to work effectively, managers need to have a high emotional quotient and must display empathy for all team members. Employees need to be seen as humans and focus should be on their physical, mental and emotional wellbeing. Empathy and emotional quotient enables leaders to manage their own emotions as well as those of others to be able to motivate and influence their team members.
Team management is all about making the right decisions which come together to result in great productivity. Decision regarding prioritization, resource allocation, and others that involve and impact the team. At the same time, decision making is often based on consensus, which when it goes well, results in effective team management.
The role of a manager is not simply to allocate tasks or perform those that come in their corner. Rather, problem solving is an important part of a manager’s key responsibility area. Managers who are good at problem solving have the potential to identify a challenge, critically analyze the same to come with the best solution. In most cases, when done effectively, managers can solve problems to bring teams closer together.
Each member in a team has several expectations when they come to work. At teams, the expectations of two or more members can be in conflict with one another. Effective team management is all about managing the expectations such that it creates a win-win situation for all. This often requires having difficult conversations with one or more team members and leaders who possess this team management skill are on the path to success.
Since team management is about bringing and keeping a team together, skills of ensuring fairness and respect are very important. No team member should feel that anyone else in the team is getting more attention or importance. Here, transparency plays a major role. When everyone knows what’s going on in the team, a culture of fairness and respect builds naturally.
Finally, the skill of being organized is integral to effective team management. Only when the professional leading the journey is organized and has control over what has to be done, will the team function effectively. Lack of organization and discipline will lead to chaos in the team. Therefore, organization is a great tool to manage and lead a team efficiently.
It is clear that effective team management practices need to be a key area of attention for organizations today. Team management practices are not only about getting the work done efficiently. Rather its importance lies in ensuring that in addition to the work being done, there is progress for both the individual and the organization at large. There are some team management tips that leaders can adopt to successfully mentor and navigate their organization towards success.
One of the first team management tips is consistency. Managers must be consistent across different avenues. On the one hand, their performance across tasks should be consistent. On the other hand, the way they react to the behaviors and actions of others must be uniform. For instance, one should not reward a behavior by a certain employee and disregard and punish the same by another.
The next one in the list of team management tips is understanding one’s team. This involves making an effort to communicate and collaborate with team members. This involves being clear in what you say and expect out of them, setting the goals and showing empathy. According to a study by Interact, 69% of managers are uncomfortable communicating with employees. This trend must change to augment manager effectiveness.
In addition to understanding the team, it is equally important to build authentic relationships. As another one of the key effective team management practices, managers must facilitate building trust and confidence in their teams. The road to building such relationships starts with being transparent in whatever one does. Additionally, managers must be fair in their decisions and create credibility for their teams to respect them and augment effectiveness in the way they lead. A report by IBM illustrates that 83% of employees experienced a more positive work environment when they felt there was trust in their managers. Building trust and authentic relationships breed manager effectiveness.
Finally, managers who really wish to lead effectively, lead by example. Expecting others to perform to the best of their abilities while the management doesn’t walk the talk is ineffective. Managers must lead by the way to efficient performance. Creating the right expectations for team members to follow becomes a key motivator in effective team management.
While these are important steps and actions that managers must take to promote team management, organizations also play an equally important role to equip managers with the necessary resources and assistance. To begin with, organizations should clearly define what effective team management means to them. This involves clarity in metrics and indicators across business verticals that define success. Additionally, organizations can experiment with investing in soft skills training and coaching programs for managers to help them develop the key competencies to lead their teams effectively. Ignoring effective management practices comes at the cost of poor organizational performance and team high team attrition rates. Providing managers with the right resources and support can help them build strong teams, a positive work culture and ultimately a healthy organization.
It goes without saying that organizations have spent years perfecting their team management practices. However, the advent of the pandemic disrupted every aspect of our lives, including the way we work. Invariably, organizations are being pushed to don a new avatar to keep pace with the changing conditions and adapt to the new normal. Here are a few ways organizations and managers can write the new playbook for team management practices.
Team management practices for a virtual workforce start with clear demarcation as well as communication of roles and responsibilities. Managers need to explicitly state deliverables and what they expect out of the employees. At the same time, KPIs or Key Performance Indicators, which can be captured and measured for a remote workforce must be agreed on and communicated. To ensure that everybody is on the same page is essential, because your employees will not be able to run to you every second like in the office.
Working remotely requires employees to have a robust setup at home to ensure effective working. Managing a remote team, thus, requires managers to ensure that all employees have the right resources when working from home. This majorly covers all the hardware (computer/ laptop), software and broadband needs. Obviously, the resources to function effectively will change from company to company. Therefore, managers need to come up with an exhaustive list of resources and ensure that employees have access to them. It would also be a good idea to alter the terms of contract for employment, wherever suitable. For instance, the travel allowance can be changed to a broadband allowance.
Owing to major online platforms and tools, managing a remote team is increasingly becoming easier. Some of the major challenges of working virtually, including, communication, collaboration, productivity trackers, time management, brainstorming, etc., all have their solutions in these tools.
The efficacy of managing a remote team largely depends on the people you have onboard. Thus, it is very important to ensure role suitability. This means that hiring of human resources should be on the basis of what skills and competencies the role requires. The needs and expectations for each role must be mapped to the skill set of potential candidates before hiring. Today, organizations can leverage several HR tech tools to make this journey smoother. When the person is suitable for the role, working remotely becomes easy and effective.
Finally, it is very important to trust your team. More often than not, managers don’t have faith in their team and constantly nag them for their progress and deliverables. Invariably, a shift to a remote workforce requires a gradual change in the organizational culture. Once you start believing in your employees and trust them, they will start taking ownership of their work. And, once a culture of ownership and self motivation kicks in, managing a remote team becomes a breeze.
These five practices are the basics that every organization, contemplating a long-term remote work strategy, must consider. Once you get the basics in place, you may want to explore more advanced strategies and practices that involve greater investment and leadership buy-in to promote team management.
Team management, whether online or offline, benefits when organizations employ and leverage different tools to create a positive experience for the team members. Based on the functional needs, different organizations can use different tools, while some can be common for all. Let’s quickly discuss a few areas where team management tools can promote performance and productivity.
With communication being one of the core pillars of effective team management, it is important for organizations to invest in tools that facilitate the same. Depending on the nature of scope of communication and collaboration, different team management tools should be explored. Asynchronous collaboration can be done over tools like Slack and Google docs. On the other hand, real time meetings can be hosted over Zoom, Google Meet, WebEx, etc. Organizations can also leverage features like break out rooms and whiteboards to make communication engaging and participatory.
For teams to work effectively, being on the same page is very important. This becomes slightly tricky in case of remote work. Fortunately, there are plenty of project management tools like Trello, Asana, Jira where teams can seamlessly work together, track progress and stick to their timelines to achieve the deadlines.
Unless managers and leaders know what their employees and team members feel and are thinking, managing them effectively will be very difficult. Here, leveraging tools like SuperBeings will reap results. SuperBeings enables organizations to gauge employee pulse on a regular basis and provides action based insights for managers based on the responses received. It empowers leaders with the right steps, actions and insights to promote effective team management.
Bonding between team members is critical for effective team management. In conventional times, team members could simply bond over a cup of coffee. However, the trend saw a decline with the transition to remote work. Fortunately, with tools like Dive and Shuffle, team members can engage and interact with others who have shared interests and bond over similar likes and dislikes. This is a great way for team members to know more about each other and promote teamwork.
As we come to the conclusion, it is important to note that team management is a collaborative effort. While managers are responsible to sail the ship forward, senior leadership must provide them with the right tools and resources to navigate the way. At the same time, the onus lies with all the team members too, to make sincere efforts to work with their coworkers to the best of their abilities. A combination of the above mentioned tips and tricks, the right tools and a positive attitude is what organizations need to promote effective team management.
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It is no longer an assumption that the traditional approach to annual goal setting and review has run its course. The VUCA world demands more quick and adaptable business models.
While the agile values and methodology was initially created for software delivery, you can apply the same to transform how you set and achieve your business goals.
In this article, we will focus on:
Traditionally, goal setting has been a very static and long-term process for organizations. Here are a few key components of traditional goal setting and performance management:
This form of goal setting and performance management had relevance for organizations operating in steady and stable market conditions.
However, in today’s VUCA world, the pace of change is skyrocketing and organizations unable to tide with the same are finding it extremely difficult to survive, let alone thrive.
Some of the reasons to reimagine goal setting for VUCA world include:
While it may not be apparent in the first look, agile and OKRs are quite complementary and combining the two can be a great step for growing organizations. Here’s why —
Here are a few reasons why you should combine agile and OKRs for your organization:
Now that it is clear why working agile and OKRs together makes sense for growing organizations, let’s quickly explore the top ways in which you can apply agile techniques to your OKR framework to make goal setting and performance management suitable for the VUCA world.
In this last section of agile and OKR for better goal setting and performance management, we will uncover the top framework.
We have combined the best components of different frameworks like waterfall goals, delivery agile, scaling, full stack agile, into a single framework with 5 major components that can help you enhance the complementary potential of agile and OKR
This approach can help you leverage the benefits of agile methodologies and OKR framework to impact all aspects of organizational structure for achievement of goals, including the culture, strategy, initiatives, tactics, etc. The framework is premised on:
If you are struggling with combining agile and OKRs for your organizations, chances are you are focusing on activity based key results which often resemble agile steps, leading to confusion and inability to meet goals.
For instance, if you have an event coming up and wish to successfully execute the same, the objective will be common, with specific value based key results for each team.
If you look closely, while the objective is shared, key results are spread across sales, marketing, and even product/ services teams
Your agile and OKR framework should enable you to get the best of both worlds when it comes to results. Agile results by nature are qualitative in nature and focus on the features that you wish to ascertain in a specific period of time. On the other hand, OKRs are driven by metrics. Thus, you can use a combination of the two for effective results:
The combination can help you create an ideal balance between outputs and outcomes which are both critical when it comes to goal achievement and performance management.
Using data and not relying solely on opinions will help you set agile OKRs which don’t under or over estimate the goals. For instance, if the market data on traffic to a new website in your industry is 20,000 clicks in one week, your OKR can focus on reaching 25,000 to make it aspirational but achievable up to 80%.
However, if you set the target at 50,000 or above, it will become too far fetched and the team might not even strive for it. On the flip side, if the target is only at 10,000, it will not encourage your employees to push the boundaries. Thus, you need to replace opinions and command OKRs with data backed experimentation.
Self organizing teams are important for growing organizations as they proactively take onus and ownership of achieving OKRs and lead to a greater degree of success. Step away from controlling detailed plans for each OKR and encourage the leadership to provide direction.
To conclude, if you combine agile and OKR, you have for yourself a clear model for success which you can easily apply to goal setting and performance management. Furthermore, leveraging the right technology resources can help you stay on track and enable you to thrive in the VUCA world.
Like most fast growing organizations, you might also be leveraging the OKR methodology to set, implement and facilitate effective goal setting to maximize growth. If not, you should start using OKRs ASAP.
OKRs not only provide an excellent goal setting framework but also drive high performance when implemented strategically. Most importantly, with enhanced goal visibility and transparency, OKRs ensure that everyone is on the same page which is the foundation of a cohesive and high performing culture.
In this article, we will discuss 8 ways in which you can adopt the OKR methodology to build a thriving company culture.
A high performance and thriving company culture is based on the foundation of clarity and focus. When there are 100 things to focus on, your employees will eventually lose sight of what’s actually important and might feel burdened with non-priority tasks. This will lead to a poor employee experience and limited productivity, both situations that prevent an impactful culture.
However, when you apply the OKR methodology, you will be able to limit your focus on 3-5 top priorities which will attract attention, energy and efforts across the organization. You will then be able to create a high performance culture by dedicating all your resources to the key priorities to realize impact.
A culture that thrives on collaboration, teamwork and alignment is one which creates maximum impact. The OKR methodology can help achieve this in an effective manner. On one hand, everyone is clear about their role in the OKR achievement, which makes collaboration seamless because everyone is on the same page and no one steps on the shoes of others.
On the other hand, OKRs can help your employees align their responsibilities and tasks with the overall vision of the organization, motivating them to contribute to the big picture.
To learn more about how to align teams using OKRs, read this
Recent times have shown that uncertainty and ambiguity will continue to mark the new normal. Thus, a culture of agility, resilience and responsiveness is critical for fast growing organizations. The OKR methodology can help achieve the same.
OKRs are cognizant of the changing environment and have the flexibility to be adapted to the same.
More importantly, you can leverage the OKR methodology to foster a culture that focuses on outcomes and is not fixated on the tasks to achieve the outcome at hand.
One of the top challenges of building a great company culture is a siloed approach and annual reflection. This leads to surfacing of major risks and problems which result in high rates of attrition, absenteeism and lower levels of motivation, productivity, etc.
However, the OKR methodology adopts an approach of continuous engagement and reflection. You can create a regular cadence to check OKR progress for each of your team members, even daily is effective.
This continuous engagement and reflection can enable you to preempt risks before they surface and leverage the power of communication to address them in real-time. Invariably, a culture built on continuous engagement leads to greater impact and high levels of performance as well as employee satisfaction.
The lack of transparency is one of the key obstacles for many fast growing organizations that seek to create a thriving company culture. A way out often seems difficult to navigate. Fortunately, the OKR methodology can help address this challenge as well. When you use OKR, especially with the support of an effective OKR tool, you can facilitate high levels of transparency.
Everyone in the organization will not only know their role, but also will have a complete view of the level of performance for others. Such transparency can help you increase coordination of efforts and give everyone the visibility of what’s happening across the company.
You may agree that most fast growing organizations these days seek to replace a strict hierarchy with a more flat organizational structure that facilitates inclusion of diverse ideas, thoughts and opinions. However, many struggle when it comes to actually implementing this thought.
Adopting OKRs can solve this problem.
By nature, the OKR methodology is based on a collaborative foundation where a top-down approach compliments a bottom-down approach for goal setting.
This suggests that while the skeletal structure of the goals might be laid down by those in the top leadership, you can give all employees the freedom and autonomy to create OKRs for their teams and verticals.
When your employees participate in setting the OKRs they have to execute, the level of ownership is much higher. Thus, you can leverage the OKR methodology to create a thriving culture built on greater ownership and a flat organizational structure.
With a focus on continuous engagement and reflection, the OKR methodology can help you facilitate open communication and feedback. Many studies have shown that a culture that facilitates regular feedback along with open channels of communication is more likely to thrive than one which does not.
In the OKR methodology, when you constantly track your OKR progress (download our free template for tracking OKRs), you will be armed with data backed insights to offer regular feedback for your employees. Furthermore, you can also leverage the same to start meaningful conversations with your team members in case you feel that there is any kind of disconnect. Such open communication can help you create a truly inclusive culture when employees feel their voice is heard.
Finally, a company culture that thrives has two major components supporting it, accountability and recognition.
The OKR methodology is an answer to both these challenges.
Now that you know how the OKR methodology can help you in many ways to create a thriving culture, it is also true that as a fast growing organization with multi-pronged focus, leveraging OKRs is a challenging task. To address the same, you can collaborate with an integrated OKR tool like SuperBeings to automate the OKR adoption and maintenance.
With SuperBeings, you get to —
With performance management becoming a critical part of organizational success, giving effective employee reviews is becoming a crucial part of a manager’s responsibilities. While regular employee performance reviews focus on illustrating the strengths and what worked for employees and the organization at large, there needs to be an equal focus on areas of development in case of poor work performance.
If you look closely, writing negative employee reviews is often considered to be more difficult because the words need to be chosen very carefully. It needs to have a developmental tone rather than a critical one.
As the term suggests, negative employee reviews are reviews delivered to employees who have underperformed and need to be pulled up to the expected levels. It involves a variety of components which include:
To get actionable ideas of how to deal with poor performance issues at work, read this
Writing and delivering negative employee reviews is very important for any organization that seeks to maintain a high level of employee performance. It is critical to ensure that:
When you are writing negative employee performance reviews, you need to be extremely cautious of the words you choose. Using the right words will help the receiver acknowledge and work on the suggested points, while using words that are too harsh or critical can lead to adverse consequences. There are a few reasons which make the choice of words extremely important.
The same review when offered with the right words can be more powerful and have a larger influence.
For instance a statement like ‘you interfere too much in the work of others’ can be seen as a personal attack and may yield a defensive response from the receiver.
However if you frame it in a different manner like ‘if you give others greater autonomy and freedom to work in their own way, you will be able to inspire greater creativity and innovation’, you will be able to put your message across and also help your employees understand how it will make a difference.
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In addition to being cautious of the words you use, there are a few other tips which you must keep in mind while writing negative performance reviews, including:
While giving negative reviews is difficult, don’t beat around the bush and get straight to the point. However, instead of directly saying what isn’t going well, try adopting the sandwich approach. Start with a positive comment, add areas of improvement and end it with some suggestions and action items.
Example: Tina has an excellent eye for detail and is very dedicated to her work. However, she often misses the deadlines which has led to a delay in 30% of her projects resulting in poor client experience. It would help her performance greatly, if she is able to prioritize her work better and keep an organized calendar for timely delivery. She can consider using the latest project management tools to facilitate better prioritization.
Second, negative employee reviews should focus on the job or the role and not the person specifically. Steer away from using words or phrases which may end up combining performance and personality of the person. Your review should be specific towards performance challenges and not generalize that performance challenge is a personality trait.
Example: Instead of saying, “you are not punctual”, you can say that “I have seen you arrive late for meetings frequently, leaving shorter time for discussions. It would be best if you could be more punctual to respect others' time and make the most effective use of the same.”
When you are writing negative performance reviews, you must focus on the progress and how a change in behavior and attitude can help them in the long run. Simply mentioning what went wrong and the associated process might lead to demotivation.
Example: Some of your work has had grammatical errors in the past, maybe because you were trying to complete a lot at once. I am sure if you prioritize some tasks and create an action plan, your work quality will be better.
Don’t simply give negative employee reviews about the problem area, but back it up with facts and data points. This will help you illustrate a pattern and establish that your review is not based on a single incident. Also, it will make your review more credible and authentic and not just a few words strung together. This will also help you in being very specific.
Example: It has been observed that 40% of your customers claim that you don’t have adequate knowledge of your product, leading to a poor experience.
There might be some performance parameters which are difficult to add quantitative data points to. In such cases, you can offer specific examples of underperformance, especially if it has been repetitive. It is ideal to have at least 2-3 instances of poor performance to make your point stronger.
Example: It has been noticed that in the aspiration to get your work perfect, you end up delaying projects. It was observed in project X with client A, project Y with client B as well as when the internal submission for Z was due.
Pro-tip: Use our free Performance Review Phrases template to get 50+ examples of writing a negative review positively
Once you write the negative employee reviews, you exactly know what you want to say to your employees. However, the way you deliver it also has a big impact on how it is received. To make the process simple, we have compiled a list of some of the best practices to help you deliver a poor performance review in the best way possible:
If you are delivering a negative performance review, it is best to do it in person, or if your team is remote, over a video call. If you deliver it over an email, you cannot be sure of the tone and context in which your words will be read.
It might backfire by being read as more critical than developmental as per the intent. Furthermore, when you are delivering the negative reviews face to face, you can also use your gestures and body language to facilitate authenticity and empathy.
No matter how poor the performance has been, when you are delivering negative employee reviews, you should stay away from yelling or using foul language. Since the focus is on facilitating development for your employee, yelling will only defeat the purpose, making the employee demotivated and pushing them towards even lower levels of confidence and motivation. Furthermore, it will negatively impact your organization from an employer brand perspective. It can also create a negative impact on the wellbeing of your employees.
While delivering the review, you may want to add some personal stories or anecdotes if you have yourself been through something on those lines. This will help you connect better with your employees and make them trust you more. Furthermore, it can enable you to illustrate how they can turn poor performance into something better with a live example in front of them.
Your negative review shouldn’t be a monologue where you deliver what you have written with the employee absorbing it as a passive recipient. Instead, make it a dialogue by putting forward questions to understand the reasons behind poor performance and how you and the organization as a whole can help turn the table. Hearing their side of the story is extremely important before deciding on the next steps.
When you are delivering negative employee reviews, you need to create a safe environment. It should not be harsh and the employee should feel comfortable in receiving what you have to offer. Also, make sure you deliver the review privately and not publicly shame your employee. They should see it as a developmental conversation in a safe environment, where they can also voice their opinions.
Finally, negative employee reviews need to be regular and not come as a surprise to your employees at the end of the year. Regular reviews will give your employees enough room to improve their performance. Furthermore, it will give them a clear picture of what to expect when the year closes.
To learn how SuperBeings can help you have guided conversations around negative performance review with AI recommendations based on performance and goals history as well as maintain a steady cadence to maximize the impact of such conversations, see this
After you have delivered the negative reviews to employees, the natural next step is to create a plan for improvement to help your employees reach the level of performance you expect out of them. This is a critical part of the performance management and talent development process for employees who have been consistently underperforming. Here are a few ways you can help your employees improve their performance.
If you have reached this level of negative employee reviews, you and your employee would be on the same page about their level of performance. Thus, it is best to create a list of action items that can help them improve their performance. To create the next steps, you must:
Next, your focus should not only be on planning the action items, but documenting them as well, because once they are out of sight, they’ll be out of mind. Furthermore, documenting them will help you remember the agreed steps and track progress every now and then.
Clearly document what needs to be achieved, by when and how. It can be a good idea to encourage your team members to constantly document their experience as well to help discuss what has been working well and what needs to improve.
Depending on the performance issue, you may want to introduce a performance improvement plan for your employee. It is a formal tool to address performance challenges which outlines specific goals and expectations along with clear actions that need to be undertaken over a duration of 30-90 days.
For more details on PIP, check out A guide to implementing a performance improvement plan (PIP)
You also must set up a cadence to discuss performance improvements or challenges once the next steps are agreed upon. Unless you connect regularly to discuss the status, you might find yourself at square one at the end of the next performance review period as well.
Depending on what needs to be achieved, you can set a weekly, fortnightly or monthly cadence to connect with your poor performers. While it may be seen as a regular review, it will also act as a reinforcer for them to ensure there is some improvement everytime the cadence to meet comes up.
When you are determining the next steps, it is important to identify the associated metrics as well. For instance, if you want your employee to become more detail oriented, your metric can focus on reduction in errors by a specific percentage over a specific duration of time.
The metrics will help you measure whether or not there has been an improvement in the performance as desired or not. At the same time, the metrics will help your employee move towards a specific goal.
While you have a set cadence, you may also want to check-in or follow up from time to time to make your employee comfortable enough to reach out to you in between your cadence for connecting. The follow ups can be over emails or calls or simple messages to check if everything is on track and to offer them any support whichever is needed. Especially in the beginning, you may need to check from time to time in case there’s any additional support that the employee needs to work on the action items.
Finally, to ensure that your negative employee reviews translate to impact, you must focus on evaluating progress. Use the metrics you defined to gauge the level of progress and document it whenever you evaluate the same. This will help you establish a trend over time.
Furthermore, if you feel the progress is below expectations, try to understand the rationale behind the same to check if putting the employee on a performance improvement plan will make more sense.
By now, you must have gained a clear understanding of how to write, deliver and follow up on negative employee performance reviews constructively. If you are keen to learn how best to connect negative performance issues with regular 1:1 meetings with your team members with technology, book a quick demo with one of our executives. We would love to show you around :)