9 - Performance Problems: Performance is made visible through the activities an organization conducts

to achieve its mission. Outputs and their effects are the most observable aspects of an organization's
performance.

Ideas about the concept of performance vary considerably. Each interest group or stakeholder may
have an entirely different idea of what counts. For instance, administrators might define your
organization's performance in terms of the amount of money brought into the organization through grants,
whereas a donor might define performance in terms of your organization's beneficial impact on a target
group.

Very few organizations have performance data readily available. However, it is usually not difficult to
generate this information from existing data or to develop mechanisms for gathering performance data.

Data gathering tends to be mechanical and technical. It is far more difficult to obtain consensus on the
merits of particular performance data and indicators. It is even more difficult to arrive at value judgments
regarding acceptable levels of quantity and quality for each performance indicator.

The real questions are these:

1. How does your organization define good performance?
2. Does good performance help your organization attain its mission?

   The second of these questions is particularly important for organizations that have very diverse
   stakeholders.

Assuming proper processes exist; and people have all needed materials, supplies and support; the need is to
bring performance up to standard. The following is a process that can be used:

1. Factfinding: Identify the observable facts of the case.
2. Isolation: Determine if there is a "People Problem." Most problems are caused by bad management
   which may be your own fault. Make sure employees have proper training, equipment and supervision,
   which are the responsibility of management, before assigning personal blame on any employee.
3. Importance: Establish seriousness. Spend time working on problems that are worth solving.
4. Focus: Identify the "Core Cause."
5. Advocate: Propose a solution.
6. Implementation: Put the plan into action.
7. Assessment: Evaluate the extent to which the proposed plan solves the problem. Be prepared to cut
   your losses and to try something else if the current plan is not working.

Different types of personnel problems require different types of tools. Some tools are...

Appraising: Establish performance expectations so that desired work results are achieved in accordance
with the organization's values and quality standards.
Coaching: The strategies used to manage a performance issue due to lack of skill versus a lack of
motivation are different. Identify the best strategy based on the root cause.
Counseling: Performance counseling is intended to bring a performance problem to the employee's
attention and to afford the supervisor and employee the opportunity to openly discuss expectations and
objections.
Disciplining: Progressive discipline is a process for dealing with job-related behavior that does not
meet expected and communicated performance standards. The primary purpose for progressive discipline
is to assist the employee to understand that a performance problem or opportunity for improvement exists.
Training: Acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or
practical skills and knowledge that relate to specific useful competencies.
Terminating: The employee's departure at the hands of the employer. Just be careful to folow the law, to
remember that a new employee may be no better than the one terminated and that several bosses are
murdered each year by employees they fired.

In general, when working with a person to improve performance...

Reinforce performance standards. Your employee already should know the standards you expect, so
review them and then move on. If the employee challenges the validity of a standard, calmly state your
reasons for requiring it, and gently steer the conversation back to the reasons the person didn't comply.
If necessary, refer to the employee's job description.
Develop a plan for improvement. Your preparation for the meeting should have included a plan for
helping the employee improve. During the meeting, the employee may suggest additional solutions. Agree
on a method for improving performance in the short run, and establish some options in case the first
method proves ineffective.
Offer your help. Show your commitment by offering to help your employee obtain any necessary training,
resources or other assistance to achieve the performance goals. Ask the employee what he or she needs
to reach the goal.
Emphasize potential. Make sure to tell the employee that you believe in his or her ability to improve
performance.