Taking Corrective Measures

Taking Corrective Measures

This article presents a problem-solving methodology to deal with performance problems that are more contentious or that are not adequately addressed via coaching or feedback. Taking a clear, objective approach is the best way to deal with problems like tardiness, being out of uniform, and poor performance in general. You'll be able to approach these tricky problems with workers with confidence if you use the Problem-Solving Dialogue Model described in this article.

The problem's solution seems to be rather straightforward. Although it may seem to be straightforward, we know it isn't. Employees do not act in the manner in which we had hoped. We all want to avoid having to talk about how to solve problems. Why? because we're afraid of what the staff could do. In a second, we'll find a way out of these difficult problems.

It's important to remember not to shy away from these discussions because you're afraid of starting them. When it comes to baseball, you want your guys to give it all they've got. It is your responsibility to make sure the team's other players are doing what they need to in return. If the pitcher or first baseman aren't playing at the same level, why should the shortstop?

Here are some of the most important things to remember.

Using guiding questions in a problem-solving conversation is a powerful strategy. It doesn't matter how the employee responds, we must always concentrate on the issue behavior, not the problem person. It's not about you.

You must remember that you are accountable for the performance of your whole team. Therefore, always treat your employees with professionalism, decency, and respect. If you don't confront a team member's inability to perform because you're uncomfortable, you're doing a disservice to the rest of the group. Because of this, you would be failing in your role as a team leader. Individual concerns that impair the team's performance or morale should be addressed by you.

The Model for Solving Problems

Allowing the employee to take on as much of the problem-solving as feasible has its advantages. In addition to increasing their sense of self-reliance, empowered workers are more likely to see a solution through to completion.

When it comes to issue solving, you can very much count on the fact that the individual you're working with will need your assistance. Recognizing and addressing the underlying causes of poor performance is critical.

Prior to your meeting with the person, it is critical that you devise a strategy for solving the situation. For example, you must be able to reroute the problem-solving process in the event that an employee participates in blaming, excusing, justifying, or seeking the answer elsewhere. In certain cases, it may be necessary to tell the employee what the acceptable option is. Managing performance is easier if you plan ahead and put in the time to practice.

1. Introduce yourself and make it clear what you're going to talk about. Focusing on the problem-solving discourse early is essential. If you'd rather talk about anything else, store it for another time. Problem-solving and corrective action conversations are more effective when they are focused on a single issue rather than a wide range of other issues.

Be clear and concise. A missed deadline concerns me, so let's talk about it. Inquiry: "I'd want to discuss your output figures." This difficulty can be solved with our cooperation. Therefore, show your faith in that.

2. Explain the problem.Defining the issue is the most important step in the process. Avoid using absolutes, generalizations, hearsay, or views. Instead, focus on specified results or observable actions that can be measured. Make it clear what you're looking for. "You were at least 10 minutes late three times last week," rather than "You're usually late."

Make sure you understand what's going on by recognizing the consequences of this person's actions on:

group (i.e., "others have to cover for you when you're not on time"). a)

the team or department (i.e., "our coverage statistics go down").

To the employee: "Your prospects for progress or even continued employment" may be harmed if you hold meetings like this instead of mentoring or undertaking other management tasks; "

Make sure to question whether the individual understands the situation and its implications. Ascertain if there is a resounding "yes." Half the fight is won when everyone agrees that there is an issue and that problem has a substantial effect!

This is the fourth step in the process of finding solutions that work for you. To improve the possibility that the solution will be implemented, it is advisable to get input and suggestions from the employee at this point. The solution, on the other hand, must meet YOUR requirements and expectations!It's also possible that you'll discover that the employee is unable or unwilling to provide suggestions for improvement. As a result, it's critical that you prepare a slew of ideas for discussion in advance.

The following are essential components of a solution:

a) Concrete steps: What will the employee do to repair or mitigate the situation?

When discussing corrective actions, it is important to give a timetable for the intervention to be considered effective. We'll start tomorrow and give it a go for 30 days, then see how it goes.

In order for repercussions to be effective, they must be explicit and relevant. Furthermore, if there are no repercussions, the conduct will not alter. A formal warning might lead to your dismissal if you're late again in the next 30 days.

d) Schedule a follow-up meeting to assess progress and, if necessary, take action; otherwise, celebrate success.

During the process of finding acceptable answers, you'll want to keep an eye on the dialogue and make sure it's on track. You'll want to encourage and expand on the employee's ideas if they're providing acceptable answers. Defer or deflect the topic by stating, "I'd want to speak more about that later; for now, I'd like to keep focused on what you can do," if the employee is engaging in improper problem resolution by placing blame, making excuses, or accusing you of being unjust. You may have to inform an employee what you believe to be the best approach in certain instances. Again, be on the lookout!

At the end of the meeting, sum up the solution and show confidence in the employee's ability to execute it. Then record the meeting and follow up as necessary.

It is up to us as supervisors, managers, and team leaders to guarantee that everyone in the team performs to their potential and to the requirements of the work. This obligation falls on our shoulders. When a team member is a poor performer, it has a detrimental influence on the rest of the team as well.

Even if it is difficult, the Problem-Addressing Dialogue Model makes it easier to organize a successful meeting for solving problems.