Analyze Performance Problems

Analyze the problem in preparation for a formal constructive feedback discussion. Formal constructive feedback is necessary when:

  • The problem is recurring even after you have given informal constructive feedback, or
  • The problem is of such complexity or magnitude that it seriously impacts the work products or organization.

If the problem may lead to adverse action or if you are uncomfortable with the situation, contact the Labor and Employee Relations Section (LERS) for additional guidance on formal constructive feedback.

Analyzing the problem includes three steps:

  • Step 1: Define the problem
  • Step 2: Identify possible reasons for the performance problem
  • Step 3: Identify possible solutions to the performance problem.

Step 1: Define the Problem

Defining the problem provides a clear picture of the situation, which will help you identify possible reasons for the problem and, therefore, appropriate solutions.

A. Identify Performance Problem Indicators / B. Identify Current and Expected Levels of Performance / C. Estimate the Impact of the Problem on the Organization
Determine what behavior is negatively affecting the employee’s performance
Make sure the behavior is observable, specific, and objective / Determine current performance by observation or measurement
Determine expected performance by comparison with standards, making sure it is realistic
Develop a clear statement of the discrepancy between the employee’s expected and actual levels of performance / Determine why it is important to correct the problem, i.e., time, money, or customer satisfaction
Determine a rationale for improvement from the employee’s perspective

Analyze Performance Problems

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Step 2: Identify Possible Reasons for the Performance Problem

The second step in analyzing a performance problem is to identify possible reasons for the problem. You must determine why there is a performance problem before looking for possible solutions.

Tips for Identifying Reasons

Follow these tips to identify possible reasons for the problem:

  • Rely on data, not opinions or conclusions
  • Be careful to avoid bias
  • Realize that often the problem is caused not by the employee’s ability or attitude but by the system, process, or other elements that are out of the employee’s control.

Information / Resources / Motivation
Environment
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T / Expectations & Feedback
  • Does the employee know what is expected?
  • Has the employee received feedback?
/ Resources & Tools
  • Does the employee have the necessary resources and tools?
  • Does the employee have the required level of authority?
  • Are there obstacles that prevent or constrain the employee from meeting expectations?
/ Incentives
  • Are there negative consequences when the employee performs properly? For instance, does the employee get extra work assignments because he or she meets deadlines?
  • Conversely, are there positive consequences when the employee performs improperly? For instance, is the work reassigned after a deadline is missed?
  • Is the employee held accountable for performance?

Employee

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E / Skills & Knowledge
  • Does the employee have adequate skills and knowledge to do the job?
/ Process & Behavior
  • Does the employee follow proper processes and procedures to successfully complete the job?
  • Does the employee use behaviors that prevent him or her from meeting expectations, e.g., dominating or aggressive behaviors that conflict with teamwork?
/ Motives
  • Does the employee care about the job?
  • Does the employee have conflicting motivations, e.g., personal issues or interpersonal issues with other staff?

Analyze Performance Problems

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Step 3: Identify Possible Solutions to the Performance Problem

The third step in analyzing a performance problem is to identify possible strategies or solutions to fix the problem. You want to develop a plan that minimizes or eliminates the cause or causes of the problem.

Tips for Identifying Possible Solutions

Remember that effective solutions are:

  • Tied directly to the identified reasons for the problem
  • Reached collaboratively with the employee.

Information Strategies / Resource Strategies / Motivation Strategies
Environment / Expectations
  • Be clear and specific about expected results
  • Quantify expectations or provide specific criteria for quality
  • Be clear about deadlines
  • Explain why tasks or procedures are necessary
Feedback
  • Focus feedback on behavior
  • Describe what you specifically liked or disliked and why
  • Specify the behavior you expect and ask for input/reactions
/ Resources & Tools
  • Provide staff resources, e.g., additional people on the project
  • Provide tools or equipment
  • Allow time
  • Delegate special authority
  • Reduce the impact of the lack of a resource
  • Refer employee to Lifeworks
  • Provide information, e.g., data, rationale
/ Incentives
  • Eliminate environmental conditions that have negative consequences for successful performance, e.g., align work so that the employee isn’t punished for efficient performance with extra work
  • Hold the employee accountable for poor performance; align negative consequences with poor performance
  • Eliminate de-motivators, such as unpleasant work conditions

Employee / Skills & Knowledge
  • Team employees up with more experienced employees
  • Offer employees developmental opportunities at work or outside of work
  • Train and provide on-the-job coaching
  • Provide examples or job aids
/ Process & Behaviors
  • Review appropriate processes/procedures
  • Provide job aids that clearly outline the processes/procedures required to attain successful performance
  • Match the employee with a peer/mentor
  • Discuss behaviors that constrain or prevent the employee from performing successfully
/ Motives
  • Talk with the employee to understand his or her motivational needs
  • Redesign or enhance the job to support motivational needs
  • Provide rewards that are appropriate to the individual
  • Provide motivators such as recognition and praise
  • Consider both monetary and non-monetary rewards

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