Accountability Matters- Dealing with Personnel Issues

Smith-Lever logoOne of most important management processes conducted by District Extension Administrators and County Extension Directors is managing an effective performance management system. This performance management system can be compromised tremendously if middle managers fail to address personnel issues in an aggressive and deliberate manner.  The following is some tips related to dealing with personnel issues;

      I.        Identify the Problem Behavior

The first step to successfully addressing a performance issue is to identify the unsatisfactory behavior  in factual terms, being careful not to attribute attitudes, beliefs, or motives to the employee that may be       inaccurate.  When defining unsatisfactory behaviors, stick to what you see and hear.

  • What is it about this person’s behavior that has an adverse impact on the work being done?
  • What are the things I actually see and hear that indicate there is a problem?
  • What are the things I would have this person do (or stop doing) that would convince me he has solved the problem?

  II.        Analyze the Problem Behavior

Once the unsatisfactory behavior has been identified, the supervisor must analyze it using whatever information he has available.  Generally, the supervisor should ask:

  • Is addressing the behavior worth the time?
  • Does the employee know his performance is not what it should be?
  • Does the employee know what is supposed to be done and when?
  • Are there obstacles beyond the employee’s control?
  • Does the employee know how to perform the desired behavior correctly?
  • Does a negative consequence follow performance?
  • Does a positive consequence follow non-performance?
  • Is the employee capable of performing as expected?

   III.        Choose a response

Feedback – when providing constructive feedback to improve behavior, meet with the employee as soon as possible after an event has occurred in a private setting, describe the situation, stick to facts, describe the behavior observed in neutral terms and explain the impact that behavior had on the event.

  • SituationExplain the problem that needs to be discussed.  Be specific about the details.
  • Behavior: Describe the behavior the person used, using ‘I’ statements. Talk about both what the person did and how it was done.  Focus on body language, tone of voice and choice of words.
  • Impact: Explain how the behavior impacted the circumstances.  Communicate how the behavior affected the organization, team, program or customer.  Communicate what you need to happen, and if appropriate, include a consequence if the desired behavior does not occur in the future.

Coaching- is designed to improve the work of the employee/team/departments. The idea is to engage employees to take accountability for improved performance, relying on your support to make it happen

  • Engage the employee.
  • Get clear about the problem.
  • Identify the barriers to performance.
  • Create an action plan.
  • Inspire success.
  • Follow up frequently.
  • Celebrate success

Mentoring– is a process in which a more skilled or more experienced person, serving as a role model, teaches, sponsors, encourages, counsels and befriends a less skilled or less experienced person for the purpose of promoting the latter’s professional and/or personal development. Mentoring functions are carried out within the context of an ongoing, supportive relationship between the mentor and mentee.

Progressive Discipline–the employer begins steadily advising an employee of performance-related deficiencies and attempts to provide the employee with suggestions and advice on how the employee can improve his/her performance.

  •  Warning: A warning notice is a tool used to explain to employees what is unacceptable and to give them the opportunity to change their behavior or performance through corrective action.
  • Reprimand: An employee reprimand is an official notice to an employee, either verbal or written, that his or her performance is failing in some expected component. The employee reprimand is provided following the failure of informal supervisory coaching to help the employee improve the required performance.

Performance Improvement Plan (PIP)– use a PIP when you have identified a performance problem and are looking for ways to improve the performance of an employee.  It is a tool to monitor and measure the deficient work products, processes and/or behaviors of a particular employee in an effort to improve performance or modify behavior.  Key items to remember:

  1.  Define the problem.
  2. Define the duties or behaviors where improvement is required.
  3. Establish the priorities of the duties.
  4. Identify the standards upon which performance will be measured for each of the duties identified.
  5. Establish short/long range goals and timetables for accomplishing change in performance/behavior.
  6. Develop an action plan.
  7. Establish periodic review dates.
  8. Measure performance to determine if expectations were: not met, met or exceeded.
  9. Put the PIP in writing.
  10. Establish a PIP file for the employee.

      IV.        Document 

If there’s ever a question about employee performance, you want an accurate record of   what’s expected, the rewards for meeting those expectations, the consequences for not meeting them, and the training and other support offered to help employees. You also want a record that you will be proud to show to a jury – that’s professional, concise, and based only on work-related issues.

  • Have an employee discipline form.
  • Conduct a full and fair investigation.
  • Get the facts.
  • Be objective.
  • Be clear and specific.
  • Complete the form while the facts are fresh.
  • Get the employee’s acknowledgement.
  • Allow the employee to explain the conduct.
  • Be fair.
  • To the extent that it’s possible, use the discipline process as a positive experience.

     V.        Procedures and Responsibilities

Disciplinary Action – including verbal warnings, written warnings, suspensions, and demotions.  Be familiar with:

  1. TAMUS policy
  2. Agency procedure

Rewards and Recognition– help your employees reach peak performance.

  • Praise and reward generously.
  • Respect your staff’s time and priorities.
  • Align tasks with talents.
  • Interact and be flexible.
  • Staff strategically.
  • Encourage open communication.

Content for this article was provided by Gari Jones, Human Resources Generalist- Texas A&M AgriLife Human Resources.

This Article was Posted by Drs. Darrell A. Dromgoole and Susan Ballabina, Texas A&M AgriLife Extension Service

Categories: Reinforce Accountability and Interpretation