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Low Preforming Employees- New Way to Analyze Them · The Business of Alignment - Powered by The E1B2 Collective

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  Let's talk about low performing employees.
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  I have a lot to say here, so I'll try to keep it to sync but
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  also provide the most detailed perspective.
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  Variables of a low performing employee are the following from
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  my personal point of view, lack of motivation.
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  They complain, often, come up with a number of excuses on a
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  consistent basis. They care a lot about being the
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  sole person that gets the credit through late on deliverables.
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  And in many cases, their work has to be either redone,
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  refined, strategized against and just often just completely
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  scrapped. Now I think a lot of
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  organizations and leaders look at these type of employees as
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  folks that need to be fired. Clearly folks that need to be
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  just frankly removed from the company.
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  I think a lot of, a lot of companies honestly have very low
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  tolerance, very low patience for.
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  Low performing employees like this, but I I do have a a
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  different point of view and a different take that I think a
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  lot of organizations to should take seriously should consider
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  first and foremost. I believe HR technology is
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  really ramping up to be something that's incredibly
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  useful inside of organizations today.
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  We have learned that you can very seldomly rely on the bias
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  points of views and perspectives of a leader.
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  We have to remember leaders are human beings.
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  Human beings have spouses, have kids, have their own ego, mental
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  issues, circumstances, stresses can be overwhelmed.
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  I mean, human beings have a number of variables that can
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  cause them to be an ineffective leader on a case by case
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  situation. And human beings also have the
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  ability to have a lot of things going on where that could make
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  them not be the most productive employee.
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  Now finding the best technology and tools to be able to measure
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  and understand and assess who an individual is from a behavioral
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  perspective, from a capability perspective and and measuring
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  that data and comparing that data and analyzing that data
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  contextual to the timing and where the company is and some of
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  the company's priorities of let's say the next 18 months.
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  Finding tools that can do that is incredibly important i.e.
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  almost right. Finding tools that can really
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  understand, OK, right now, within with this particular
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  organization, there's going to be a lot of change for the next
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  six months. We need someone that can deal
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  with that change very easily. Someone that does not get
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  overwhelmed, Someone that can hear new ideas and not take
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  them, not not be offended by those new ideas, not feel like
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  they're being. Talk down to when you someone
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  that has high levels of innovation, high levels of
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  pattern recognition, whatever the behaviors and capabilities
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  that you think you need, right. So how do you understand that?
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  How do you assess that? Do you just go off of your gut
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  or do you put these individuals? Via gamified solution.
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  Via HR technology and real situations to be able to
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  measure, understand and truly analyze how they would and do
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  react in those circumstances and moments that are conceptual to
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  where your company is. That's first and foremost and
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  you'll understand why I'm connecting the dots here, why
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  I'm saying put that first. From there, a simple fix that
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  many leaders and organizations miss are the following
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  variables. An employee could be in the
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  completely wrong position. So when you go through and
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  conduct that assessment i.e. using Lomas, and you really
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  figure out different ways to understand their capabilities
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  and the behaviors, you could very easily find out, wow, this
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  person should be in a completely different department, a
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  completely different role. Because in that department, in
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  that role, things are a bit more predictable.
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  We don't need as much innovation and we need someone that's tried
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  and true. And frankly, we need someone
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  that can really put their heads down for a long period of time
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  without any outside support strategy or feelings.
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  And that's exactly the behaviors and the capabilities that this
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  particular employee is showing. But unfortunately, the human
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  being is in a very high level, high levels of innovation role,
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  high levels of collaboration role, and that's just not who
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  they are today. And there's a number of reasons
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  why that can be and that's where the one-on-one is coming.
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  They can potentially be not in a very high level of
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  collaborational state because we're just burnt out from a
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  relationship perspective. They're they're just frankly
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  tired of having ongoing conversations due to some things
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  that are happening in their home life.
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  There's a multitude of reasons that could be leaning towards
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  how this employee is in the wrong position, #2 could be
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  dealing with uncomfortable team dynamics that are causing a lack
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  of trust that are causing significant hesitation.
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  That are causing employees to second guess those that are that
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  they're being led by. I mean, this happens a lot.
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  There's there, there was times in my career where if I did not
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  respect the leader at a human being level, it was very hard
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  for me to respect any ideas, points of views in any sense of
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  direction from that person, from that leader.
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  That's possible. It's very possible.
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  You can have team members that are completely uncomfortable
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  adapting to how things are versus how things used to be,
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  and so there may be a little bit more conversation that need to
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  be made. Maybe you need to reaffirm how
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  this person really connects to the new vision of the company.
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  But I definitely could see how this could drop off someone's
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  overall performance. Leaders cannot be as fluid and
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  flexible as pertaining to their overall leadership style.
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  You see this happen in sports all the time.
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  Where certain leaders are put in situations where they're not the
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  best at building, building, rapport, but not the best at
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  understanding how employees want to be talked to, communicated
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  with workflows, how much they want to be involved in decision
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  making, etcetera, etcetera, etcetera.
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  And now that employees just feeling frankly not heard, not
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  recognized, not cared for and did they just feel completely
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  out of place which inevitably could drop down the performance
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  as well. Maybe this employee is just
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  frankly being poorly managed and supported.
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  They don't have enough tools at their disposal.
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  Their manager, supervisor from a tactical perspective, doesn't
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  have enough background to be able to answer certain
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  questions. Give them strategic and tactical
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  direction and thought, and maybe there's a lack of what you all
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  know I've built and developed beyond resume.
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  Initiative and and mode and and implementation plug in that's
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  actually very similar to almost we are maybe the organization
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  and the leaders don't genuinely and frankly understand how this
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  person just wants to be involved in every single phase their
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  career mapping initiatives. How they want to be involved in
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  designing workflows and decision making communication styles and
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  their preferences and the team size and the type of leaders
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  they work well with and. The type of micromanaging
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  moments they'll accept and the type of micro macromanaging
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  moments they won't accept, and all the little nuanced variables
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  that go beyond the resume of what we all see when we're
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  trying to bring a person into the organization.
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  These are all key indicators of how someone could inevitably be
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  turned from a substantial member of the organization to a low
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  performing employee. This happens day in and day out.
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  And I think a lot of organizations are not paying
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  enough attention, not enough organizations are utilizing
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  their their budget and their spend to invest in technology
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  and tools that can give you this data.
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  Because I've always said this and I just said this on a call
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  this morning, the tools that you have, the technology that you
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  have, that's just the beginning. I know a lot of our founders out
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  here know a lot of our HR tech folks out here believe that the
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  tool is designed to really solve a lot of problems.
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  But in my personal opinion, it's the beginning.
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  It's that first moment. It's the legion.
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  It's what connects everything. From there, though, once you
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  have the data, you have to have the capabilities internally from
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  a leadership perspective to hold those one on ones, to hold those
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  fireside chats, to have those empathetic, intimate
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  conversations with those leaders, with those employees to
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  really understand we're the organization, we're the team
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  where the department can make changes.
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  That can actually turn them from a low performing employee to a
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  high performing employee. And I genuinely believe all of
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  these things need to be done prior to thinking about
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  suspending, scrutinizing, firing someone that is holding that
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  position, go through this entire process, understand the process,
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  live into the process, breathe the process, and then from the
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  year of nothing changes. Then you can go about your next
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  steps of. Of what you would typically do
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  with the low performing employee, but at least you can
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  do so in an equitable, fair, honest and structured way that
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  has minimal bias. You've leaned into what they
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  want, you've utilized technology to understand the dirt and how
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  they would react in certain situations, and you've
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  considered other factors that may be your fault as a leader of
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  why they could be turning into a bad employee or a low performing
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  employee. So these are things that I just
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  think, again, a lot of organizations are not thinking
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  about. And I want my managers, my my my
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  my CFO is my COO, is my head of H R's anyone that's inevitably
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  in a position to manage, lead, or influence a group of
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  individuals inside of a company. Think about this the next time
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  you are considering removing or scrutinizing or making a
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  statement of if someone's a low performer or not a great
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  employee. Think about what you could be
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  doing differently, what you could be doing better.
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  To make a change, as always, just a few thoughts, just a few
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  perspectives. We'll definitely talk soon.