How To Analyse And Improve A Team Member’s Performance
If you’ve ever had issues with a team member’s performance, you will know how this issue can sometimes be difficult to discuss. Some managers say it’s easy to get someone to perform at a higher level; just tell them if they don’t improve, they’re out of here!
Well, that’s one way to do it, but it will lead to you spending most of your time hiring and firing, and not doing!
One way we can assist in the development of an individual’s performance is by following the Quality Improvement Model, initially originating from the IT Services Agency, but certainly applicable to leading people performance. Here, we analyse the steps you can take to improve performance, based on the model.
The concept revolves around the four steps derived from the Edwards-Deming Model:
Identification, Analysis, Implementation and Evaluation
These can then be subdivided into various components. Follow along as we highlight how the model can be applied in a performance management setting:
Identify what performance levels you are requiring
Determine the strengths and weaknesses of the team member
Gain agreement as to the level of performance expected
Check the capability of the person to achieve the results you want
Confirm the measurables for each performance level
Identify the key criteria you are looking for from the team member
Clarify the effects the performance is having on the team and the business
Conduct benchmarking to assess how the performance is comparing against past levels
Obtain person’s feedback on what issues they are facing
Has the person been able to do the job effectively previously?
What influences may be affecting performance levels today?
Observe if the rationale being used is pertinent to the situation
Carry out a capability check against expectations
Discuss with other team members what issues may be being faced
Determine the improvement plan
Who, what, when will improvements be made?
How will improvements be measures?
Decide on processes required to improve performance
Is training, coaching or mentoring required?
How long will you allow for improvements to be implemented?
How will you measure progress on the journey?
Allocate contingencies in case improvements don’t occur as planned
Make clear the expectations you are looking for with the team member
Gain agreement as to how you will check in with them
Measure results along the process of actual versus plan
Are you measuring quality, quantity or both?
Does the team member have access to the results as they are being measured?
Do they have input into the improvement process, and can they adjust it according to circumstances?
What results are being obtained?
Are they in line with expectations?
How can you fine-tune some of the areas, so they match the skills and strengths of the individual?
Each of these levels can assist in helping you and the team member respond to the requirements of the business and the ream itself. By identifying where the issues start and finish, you are in a strong position to drive performance levels and keep the measurements monitored, so the team member themselves knows how they are performing and how the improvements can be monitored.
These four stages will act as a reminder of how you can assist the team member to effectively lead their own performance, as they offer firm foundations for building a strong performance ethos in your team.