When a manager becomes aware of poor performance, what generally happens? Unfortunately, the manager often waits too long to speak with his or her direct report, hoping the negative behavior will fix itself. Therein lies the biggest problem. It’s not about healing disengagement, it’s about prevention. By the time active disengagement becomes apparent, the damage is done. Look at these statistics:
Poor performance by co-workers is the number one reason that dedicated and caring – engaged – employees leave their jobs. In a recent survey conducted by The Kabachnick Group, more than 1,500 executives and front-line people were assessed. The majority – 92 percent – agreed that their companies do not identify or deal with poor performers. Our recent studies also show that most people spend 80 percent of their time doing tasks and only 20 percent of their time achieving results.
Therefore, it is critical for managers to be sensitive to and aware of every report’s job satisfaction status. Frequent conversations and involvement with the employee’s views, preferences, and goals are a must. However, if disengagement has already set in, a thorough assessment must be completed before any solution initiatives are prescribed. Trying to determine reasons for or causes of disengagement by simply asking the employee is like determining a heart condition by listening to the heart. Management needs to know the exact root of the disengagement and define the focus of improvement. In addition, the worker must agree that these assessment analyses are correct. Opinion has no role here.