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Keeping Your "A" Team

Establishing expectations and a disciplinary process for non- performing talent can help you determine whether to keep them -- and how to get rid of them.

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By Will Helmlinger

As a hiring manager, you have the responsibility to recruit, hire, develop and retain top talent. However, there are times when the talent you hire will not perform to expectations. By retaining non-performing talent, it affects your ability to drive your company forward. It will also negatively impact the "A" players on your team.

Deal with problem employees swiftly. There are two parts to this equation: establishing expectations and having a disciplinary process.

Establish Expectations
Several years ago, I met a client who had recently moved into a new role with his company. Many of his employees had been with the company for some time. Not everyone on his team was an "A" player. We talked how much time he spent time with his performers, while not ignoring non-performers.

He practiced what he called the "haves" and "have-nots" philosophy. As part of his regular management process, he established expectations. His process clearly outlined what each employee had to do to be an "A" player. He would spend 80-90 percent of his time with his "haves." The "have-nots" complained to him that he wasn't dedicating time and effort in their direction. He clearly restated what they needed to do to be part of the "haves." Eventually some self-selected out. He eventually terminated others because they did not improve their performance.

However, he always gave them ample time to correct their performance. The rationale behind this philosophy? He knew that to be successful, he needed to dedicate most of his time to those who would perform, so he wouldn't lose his "A" players.

Disciplinary Process
While it is critical that you focus on performing employees, you also have to deal with individuals who are not meeting expectations. Start by establishing a clear "Introductory Period policy in your Employee Handbook.

The introductory period is an extension of the employee selection process, where employees are considered to be in training and under and evaluation. Evaluate job responsibilities, conduct, attendance and adjustment to work tasks and rules. This period gives employees an opportunity to demonstrate satisfactory performance and also provides an opportunity to see if there is a true match between abilities and position requirements.

Should you see that failure is imminent during this time, take decisive action before the end of the introductory period. If your employee is not performing, it is better to eliminate the problem instead of allowing a non-performer to stay.

Last fall, we established a 60 Day Recent Hire Follow Up. Calls are made to each hiring manager. Progress reports are given and responses are recorded. If there are concerns, specific questions are asked. Corrective action is taken. When questionable employees continue beyond the Introductory Period, we have found that performance problems do not disappear. Often they worsen.

Not all performance problems appear within the first 60-90 days of employment. In that event, you must have a clear process to deal with these issues. Start by establishing workplace rules. To ensure orderly operations and provide the best possible work environment, employees must follow rules of conduct that will protect the interests and safety of all employees and your organization. It is not possible to list all the forms of behavior that are considered unacceptable in this article. However, here are a few examples:

• Theft or inappropriate removal or possession of property
• Falsification of timekeeping records
• Working under the influence of alcohol or illegal drugs
• Fighting or threatening violence in the workplace
• Negligence or improper conduct leading to damage of employer-owned or customer-owned property
• Violation of safety or health rules

When unacceptable behavior occurs, take corrective action immediately. You may want to start with an informal reminder of the work rule or performance standard expected. If the problem is severe or is a repeated offense, document it immediately.

Document all sub-standard performance. Even if you consider them minor problems or verbal warnings, write it down in memo form for the personnel file.

Additionally, have a policy that outlines your disciplinary action process. A formal policy should include a warning notice process. Based on the severity of the problem, you may set a specific number of warnings an employee receives prior to dismissal. However, ensure that the policy allows you flexibility to move quickly, should any problem so dictate.

Hiring managers may have limited experience writing performance warnings. Below is an example of my process. A formal warning notice contains the following items.

1. State the specific facts of Performance Problems. (Include such facts as what has happened, when and where it occurred, and who was involved.)
2. State the specific Performance Objectives. (What are the specific performance expectations and changes needed?)
3. State what assistance the Manager has offered/will offer to solve performance problem. (If this is a recurrence of previous performance problems, include the previous action taken.)
4. State the actions that may be taken should performance not improve. (Outline specific and measurable actions that may or will be taken.)

At the bottom of the form, include the following or similar statement: "I have read the above, and I understand it. I have been given the opportunity to provide written and/or oral comments that will become part of this document."

Next, provide a signature line for both the employee and the manager. A copy of the document is given to the employee with the original placed in the personnel file.

Your "A" team wants to work with others who are high performers. They will thank you for removing non-performers from the team and will result in you spending more time with your "haves."

Note: The information provided on employee counseling/discipline is not intended to be legal advice. Laws may vary by location. Always consult your employment attorney for legal advice during the disciplinary process and before any termination.