Dealing With the Marginal Performer
Federal agencies cannot afford employees who are performing their duties
less than fully successfully. Governmentwide regulations recommend that
agencies provide assistance whenever performance becomes marginally successful.
However, unlike the regulations for dealing with employees who are Unacceptable,
the regulations do not specify what should be done for marginal performers.
Some agencies have formal processes that supervisors must follow for assisting
marginal performers. Other agencies use an informal process. This article
reviews reasons for addressing marginal performance and provides tips
for supervisors who want to help marginal performers improve.
Reasons for addressing marginal performance.
Good supervisors do not allow marginal performance to continue, for
these reasons:
- When employees' performance deteriorates, they often perform at the
marginal level for a time before dropping to Unacceptable.
Catching and addressing poor performance before it becomes Unacceptable
is an easier and more effective way of dealing with performance problems.
- If supervisors talk with employees when performance first becomes
marginal, the discussions may serve as a "wake-up call." When
employees first slip into marginal performance, they are more likely
to be open to discussing what needs to be done to improve performance.
- Supervisors can help employees improve without the negative consequences
of threatening their jobs. Employees can concentrate on building necessary
skills without worrying about possible unemployment at the end of the
performance improvement period.
- By addressing performance problems, supervisors signal to all employees
that the organization does not tolerate poor performance.
What can a supervisor do? Here are a few
tips for assisting marginal performers. In addition to following these
tips, supervisors should also remember to check with their Human Resources
Office to see if their agency has a formal process for addressing marginal
performance.
- Clear communication. Supervisors must communicate clear performance
standards and expectations. They should take time to look at the existing
performance standards and make some changes if the standards don't really
communicate their expectations. If employees don't understand what is
expected, it is very hard — sometimes impossible — for them
to meet those expectations.
- Frequent feedback. Positive, constructive feedback from supervisors,
given whenever needed, is crucial to ensuring that employees know what
they've done right and what needs improvement. Feedback should be specific,
meaningful, and timely.
- Increased supervision. Marginal employees often require more
direction. Supervisors should work more closely with them, while understanding
that the goal is for employees to work competently and independently.
- Positive reinforcement. Recognize good performance. Recognizing
marginal employees when they do something correctly is another way of
clarifying expectations and providing positive reinforcement. Recognizing
good performance increases the likelihood that employees will repeat
the performance.
- Mentoring. Have an outstanding employee serve as a mentor for
the marginal performer. In this way, supervisors provide a model of
desired performance.
- Training. In some situations, marginal employees need training
because they lack the skills to perform at the Fully Successful level.
Training can include formal classroom sessions, on-the-job training,
and automated training aids.
- Checklists. Often employees performing at the marginal level
require extra assistance in setting priorities and remembering procedures.
Checklists can sometimes help employees stay focused on a task and organize
their work.
Avoid difficulties in the future. The major
reason supervisors give for not dealing with Unacceptable performance
is that the required process is too difficult. If supervisors assist employees
who are struggling before they reach the Unacceptable level, they can
spend their time more effectively by refocusing good performers rather
than completing the formal process of removing Unacceptable performers.
Originally published on June 1999