Grasping the Poor Performance Nettle

Did you know that it is possible to grasp a stinging nettle without getting stung? All you need to do is grab hold of it boldly, quickly and by using the right technique. Tackling poor performance or poor behaviour should be approached in the same way. Confront a performance or behaviour issue quickly, confidently, and in the right manner, and it is possible to do this (the most difficult and challenging of all management tasks) without too much pain. Read and digest the critical information outlined in this manager development book and follow the GRASPING the Nettle steps and you will find that tackling poor performance is not as difficult as you may think. This is a must read for all 'people' managers because by using the unique procedures, tips and techniques outlined in this book, you will be able to address performance issues effectively, professionally, fairly and reasonably. Reading this book before tackling a performance issue will certainly minimise the risk of complaints, grievances and spurious tribunal claims.

Table of Contents:
Contents 1: Poor Performance Definitions Why the problem? Whose Responsibility? Financial cost of poor performance Cost to manager credibility Why the reluctance? What is the solution? 2: Critical Learning Employers have rights too! Employment Legislation ACAS Code of Practice 'Fair and Reasonable' explained Objectives Management Performance Management Communicating Assertively The Method and Manner Approach 3: 5 things you must do every time 38 1. Gather the facts 2. Deal with issues quickly 3. Get confirmation that the issue exists 4. Write things down 5. Use a PIP before taking formal action 4: 5 Important tools for managing poor performance 50 1. Poor Performance Procedures 2. Job descriptions 3. Probationary periods 4. Reviews & Appraisals 5. Performance Improvement Plans 5: 5 Important tools for managing poor behaviour 1. Company Values 2. Employee Handbook 3. Personal Improvement Plans 4. Letter of Concern 5. The Disciplinary Interview 6: 5 Important tools for managing poor attendance 74 1. Absence Procedures 2. Notes and Records 3. The Bradford Factor 4. The Return to Work interview 5. The Self-Certification Form   7: GRASPING the Nettle - Where to start/ what to do 86 Step 1 - Gather the Facts Step 2 - Review the facts and identify the big issues Step 3 - Arrange and plan a meeting Step 4 - Sit down and discuss the big issues Step 5 - Put together an agreed action plan Step 6 - Inform others of what you have done Step 7 - Notate everything! Step 8 - Get ready for some fallout 8: The Formal process - Everybody has rights Informal Actions and Procedures Semi-Formal Actions and Procedures First Stage Formal Actions and Procedures Second Stage Formal Actions and Procedures Final Stage Formal Actions and Procedures Gross misconduct Actions and Procedures Appeal Procedures   9: Every Action has a Reaction 122 Organisational Politics Bullying and Harassment Accusations Abuse of Power You are picking on me because I am - - - The Stress Card The Constructive Dismissal Claim 10: Grievance procedures - Everybody has rights Grievance 1 - Terms and Conditions Grievance 2 - Co-worker Grievance 3 - Line Manager Appeal procedures Investigating Grievances Summary The WIIFM Factor Continuous Development The Word Quiz Appendices

About the Author :
My first manager position was general manager of a small supermarket in London. The branch I took over had a sickness and absenteeism problem: every week people were calling in sick. On reviewing the absence records, I identified a warehouse operative called Derek who was obviously taking advantage of the company s sick pay benefits. Records clearly showed he had taken many sick days prior to weekends, holidays etc. Never having tackled an issue like this before, I contacted my middle manager for permission to address the issue. The middle manager was very positive about me grasping the nettle and gave me the go-ahead. Encouraged by my middle manager s comments, I called Derek to the office to talk about his sickness record. I never really got started, because Derek refused to discuss the matter. You have no right to talk to me about my sick record, it is none of your business, he said. He then proceeded to storm out of the office shouting bullying !! Taken aback, I contacted my middle manager again to tell him what had happened. Summoning up many years of middle management experience my middle manager said... Speak to HR, which I duly did. Following confirmation from HR that I did have a right to discuss someone s attendance record, I asked Derek to come to the office again. Again I did not really get started as Derek said I don t care who you have spoken to, my sickness is my business and nobody else s. Getting more frustrated I contacted the HR department again and explained the situation. I asked the HR manager if he would explain the position to Derek as he was refusing to discuss the matter with me. After a great deal of reluctance the HR manager agreed to talk to Derek, but not before voicing negative comments about my competence. Following discussions with the HR manager, Derek agreed to talk to me, but only if he had someone else in the office to witness what was said. I naively agreed, and the company union representative joined myself and Derek in the office. Needless to say, the meeting did not go well. There was a shouting match, the union rep accused me of bullying and the meeting concluded with both Derek and the union rep storming out of the office, threatening me with a formal complaint. Shocked, bruised and feeling stupid, I felt that at least I had got an important message across. Ten minutes following the meeting, I received a call from the HR manager. We have received a complaint from the union rep regarding your aggressive style; they do not wish to make a formal complaint but felt their concerns should be noted. I was then lectured about the risks of having an aggressive management style. A short time after speaking to the HR Manager I was contacted by my middle manager who said Well, you made a right old mess of that then, didn t you!! He then proceeded to give me a reprimand for not handling the situation correctly. Obviously this incident did put me off from tackling poor performance for a while, but I did learn from the experience and it did actually make me more confident and determined. Over the years I became skilled in poor performance management which helped me climb the corporate ladder to Executive level. Never, ever forget the fact that employers have rights too and always remind your poor performers of this. Final note: Derek left the organisation shortly after our conversation; the union rep took a little longer.