underperforming employee

[Anonymous]

I have an employee who is making some serious errors. I inherited this employee this fall (account transferred to me, this employee is associated with that account and came with the new account.)

I've read some articles about why employees underperform (fear of mistakes and lack of coaching appear to be big reasons). I now need to sit down with employee and discuss. Do you have suggestions? Recommendations for reading? I don't want to assume I need to fire this employee--I'd prefer to keep the account knowledge in house--but I need him to recommit to the job.

[Anonymous]

A little perspective, you're a manager and spending time on DCUM.

[Anonymous]

it's close to lunch break.

-Not the manager.

[Anonymous]

What are your issues? Your post is too vague to offer helpful advice.

[Anonymous]

The irony. Someone who can't manage in a managerial role.

[Anonymous]

Anonymous wrote:The irony. Someone who can't manage in a managerial role.

Maybe they work with me. Over here, lack of skill is the first qualification for managers.
Lack of personality is a bonus, but not required.

[Anonymous]

Was employee making serious errors prior? Can you discuss with prior manager? Any notations or anything in records? IE, is this is along term problem ,or something recent?

How often do you engage with the person?

I think one of the bigger errors managers make is not treating managing a person as an every day job. SO what happens when these errors are made? What explanation is given, and what correction actions are taken?

What I'm driving at is this is a process, day after day. It's not a one time thing, you do one thing and suddenly the situation improves.

[Anonymous]

OP, you don't say whether the employee has always had trouble or whether the recent behavior is out of character. You'll want to adjust your approach a bit, depending. But, in general, be specific about the errors/problems, offer specific suggestions for how to avoid the same problems in the future, and ask the employee whether he/she has any other ideas for how to correct the problems going forward. Decide on an acceptable game plan together if you can. Depending on the circumstances, you may want to also be specific about the possible penalties for failing to get back on track. Most importantly: document, document, document. Keep records of the past errors and any future efforts by the employee good or bad, send an e-mail to the employee (or to yourself, as a memo to file) immediately after the meeting recapping what you discussed, what the plan of action is, and when you will next formally follow up. Whatever else you do, make a paper trail. Good luck!