Poor performers

Citation

(2006), "Poor performers", International Journal of Productivity and Performance Management, Vol. 55 No. 2. https://doi.org/10.1108/ijppm.2006.07955bab.002

Poor performers

Dealing with poor performers is an important part of promoting and maintaining high productivity. New research by HR consultants Hay Group shows that fewer than half of employees in the manufacturing, telecom, healthcare and high tech industries – as well as in the public sector – believe their organisations adequately address poor performance. This compares to more than half of those working in the pharmaceutical, retail, and insurance industries, who believe that their employers are getting performance management right.

The public sector was rated worst for performance management by its own employees, fewer than four out of ten of who felt that their employer had put in place a fair system for evaluating individual performance. It was a similar story in financial services, manufacturing and telecoms.

The research, from Hay Insight, Hay Group’s employee survey group, draws on data from approximately 1.2 million employees in over 400 organisations worldwide.

However, care needs to be taken when implementing performance management in multi-national organisations. A recent study of manufacturing operations on three continents by consultants Novations Group found that programmes aimed at managing employee performance can often fall foul of unforeseen cultural differences and taboos.

Asian societies, for example, place high value on hierarchy, tenure and experience and employees are unhappy with a performance system based on merit.

Rigorous – and on-going – performance planning, coaching, assessment, and reward programs informed by regional and local culture is necessary to help ensure motivation and engagement of employees in their organisation.