Performance Management System

Realigning Performance

You have learned about setting performance expectations and the importance of keeping performance on target through feedback and coaching. Even with the best efforts, sometimes performance goes into a downward spiral. When clear performance expectations, feedback and coaching no longer work in getting the desired performance, it is time to look at realigning performance.

The process of realigning performance can be difficult. It is often "put off" or avoided for many reasons, including:

• Lack of knowledge or structure on how to realign performance;
• Lack of willingness to confront;
• Fear of losing control;
• Fear of hurting the person's feelings;
• Sympathy; and
• Hoping it will all just go away. Or thinking the problem will go away if the employee is given praise instead of confronting the issue directly.

When entering into this area of performance management, it is a good practice to gather and review all of your information about the employee (e.g., performance expectations, feedback). Then make an appointment to discuss the situation with your manager or a Boise State University Human Resource Services Employee Relations Specialist at 426-1616.

Realigning performance builds on skills gained in the preceding sections. The skills you will learn revolve around "disciplining" without punishment, dealing with performance problems, documenting performance, performance improvement plans, or progressive discipline. Your goal as a supervisor is to help employees succeed.

Remember: Communication is the key!

Discipline Without Punishment

Supervisors are responsible to provide positive recognition, coaching, and feedback for employees who perform well and meet the organization’s expectations. They are also responsible to administer consequences for those who choose not to fulfill their job responsibilities. Before supervisors can hold employees responsible for doing a good job, they must hold themselves responsible for creating conditions that allow their employees to be successful.

Disciplinary problems usually can be divided into one of two categories:

• Dealing with Unacceptable Attendance
• Dealing with Unacceptable Performance

Dealing with Unacceptable Attendance

Unacceptable performance due to short notice non-FML (Family Medical Leave) absenteeism and tardiness costs the University money and can create additional problems in productivity and teamwork. Supervisors must, however, be careful of protected absences such as FML. Please work with your Human Resource Services Employee Relations Specialist or Benefits Representative at 426-1616.

Dealing with Unacceptable Performance

Supervisors have two objectives regarding performance:

1. To recognize and reinforce positive performance.
2. To confront and correct negative performance (this includes unacceptable behavior or conduct ).

The feedback and coaching sections offer guidance in these two areas. Supervisors need to confront and correct performance deficiencies to achieve organization objectives and because they owe it to the great majority of good employees who are forced to shoulder the burden created by non-contributing colleagues. If supervisors ignore the poor performers, the majority of good employees may become resentful and may become poor or unmotivated performers.

The fundamental purpose of confronting and correcting performance deficiencies is to build individual responsibility and re-inspire commitment; it is not to punish. Every disciplinary transaction should be a coaching session.

The critical step in correcting an employee performance problem is to DEFINE clearly the gap that exists between desired performance results (including behavior and conduct) and actual performance. The responsibility for defining and communicating this gap rests with the supervisor.

The responsibility for closing the gap rests with the employee. The primary objective of a performance improvement/disciplinary conversation is to gain the employee’s agreement to change their behavior, close the gap, and return to fully acceptable performance. Written performance expectations can assist in defining the desired behavior.

Classified performance problems that result in disciplinary actions are addressed under DHR Rule 190 (Administrative Rules of the Division of Human Resources) and serve as basis for disciplinary action in the areas of unacceptable attendance, performance, and/or conduct: (professional staff employee disciplinary governance is addressed in SBOE and Boise State University HR Policies).