A challenge for many managers is identifying and differentiating between misconduct and performance issues. Some don’t know how to, others choose not to.
In this two minute HR Blast we take a quick look at an issue that continually confounds managers… managing an employee who is not performing, or behaving to the required standard.
What organisations currently do
Performance, performance, performance! In some organisations almost every staffing issue is classed as poor performance. Employees who are late, make mistakes, mess up their expenses claims, bad mouth their bosses, crash company vehicles, misquote, turn up to work still under the influence etc. All issues will be considered ‘poor performance’. The impression we get is that managers feel that using the ‘m’ word (misconduct) is as aggressive, or confrontational as using the ‘f’ word.
Get out of jail free: In other organisations we see a different scenario entirely. No one talks about poor performance, misconduct or capability issues at all. Instead, at the first whiff of something that smells like conflict, managers start talking settlement agreements. How can we get them out fast? With minimum fuss and at minimum cost? This can smack of ‘fear factor’ off the Richter scale!
Head in the sand: In a third category of business, again, no one classes poor performance as anything at all. The only method of managing poor performance is to pretend it’s not happening.
Why what organisations currently do is often not efficient or effective
There are several pressing reasons why below standard performance or behaviour should be managed properly:
Time and money: Managing someone through the poor performance procedure typically takes six months or more and involves huge amounts of management time. Managing misconduct issues is generally far simpler and less involved. Therefore if something is a misconduct issue it should not be managed as a poor performance issue unless, again, you wish to chuck time and money down the drain.
£££’s: Settlement agreements cost money. Lots of money. Sometimes using compromise agreements can be considered a good use of money, but more often than not it will just feel like money being chucked down the drain.
Bad practice: Ignoring poor performance is bad practice. It’s bad for business, bad for employee relations, bad for customer service, bad for productivity, bad for quality and bad for managers who then look incompetent. Just bad, bad, bad!
Improving the knowledge and confidence of managers
So, to avoid throwing money down the drain, here is a mini training session from us at Jaluch. Hopefully this will clarify the difference between what is genuinely poor performance and misconduct. We believe once this is a little clearer, it can be the first step along the way to managing these kinds of issues more confidently.
Sam works on the till at your local corner shop. His manager says that he is not performing to the required standard and wants to initiate a poor performance procedure (Yes! Even corner shops have to do it by the book sometimes!)
The reality is, Sam has a till that doesn’t always quite add up at the end of the day. Is this performance or misconduct?
If Sam’s till is out by anything from a few pence to a few pounds each day, is this down to:
- Carelessly giving customers change and occasionally getting it slightly wrong
- Not counting in to the till cash that customers give him
- Being too slapdash
- Pocketing the odd 20p piece
- Not being able to add up, or work out change
- Being clumsy – he is always dropping pennies and stuff on the floor and not remembering to pick it up
- Messing up when he is under pressure because the queue to pay is long and makes him nervous
- Failure to challenge people who short change him when paying
The list could go on. But let’s keep it short. Which of the above is a misconduct issue and which is a genuine performance issue?
Performance or misconduct?
Performance issues are often ‘out of the control of the employee’. They suggest the employee needs supporting, coaching, more guidance, being given time to get up to speed, or being given an opportunity to develop their skills etc.
Misconduct issues are essentially ‘within the control of the employee’. They are often caused by an employee’s poor attitude to their work or deliberate misbehaviour.
In the example we gave, nos. 1-4 are probably misconduct (down to Sam’s neglect, bad attitude or dishonesty – or a combination of all three).
Nos. 5-8 might be misconduct, but they are much more likely to be a performance issue in that:
- He doesn’t have the skills or aptitude to add up in his head or work confidently with cash
- He might be naturally clumsy and forgetful and hasn’t yet developed coping strategies at the till to minimise the impact of this
- He has not yet developed the skills to work under pressure whilst staying calm
- His assertiveness skills need developing so he feels able to challenge customers who underpay
Now take a look at your team
Applying this to your workplace, think about an individual in your team or organisation who is not quite performing to the same level as the rest of the team. If you chose to manage it formally, would you be dealing with misconduct or poor performance given your understanding of what is happening and the individual concerned?
Understanding how to differentiate is only the starting point for managing misconduct or performance, but it is a starting point that holds so many back from managing confidently.
We hope that things are now a little clearer. If you would like further training or support on this then Jaluch has four options for you:
- Read our eBook on Managing Performance – available from Amazon.
- Purchase one of our Bags of Learning on Managing Performance or Managing Discipline and Dismissals for materials you can use to train your managers.
- Ask us to deliver training for your managers in Managing Performance and Managing Discipline and Dismissals.
- Alternatively, the Jaluch advice centre can support your managers and HR staff with any performance or misconduct issues you may have (no contract required).
Contact us for more information!
The information contained within this article is for general guidance only and represents our understanding of employment and associated law and employee relations issues as at the date of publication. Jaluch Limited, or any of its directors or employees, cannot be held responsible for any action or inaction taken in reliance upon the contents. Specific advice should be sought on all individuals matters.