Here's how you can address underperformance and provide constructive feedback using performance evaluations.

Address underperformance and provide constructive feedback using performance evaluations by clearly defining expectations, identifying specific areas for improvement, offering actionable suggestions, setting achievable goals, and providing ongoing support and follow-up.

Here are my suggestions from my time at Accenture. Sometimes underperformance is the cause of lack of direction. Start by aligning the employee’s goals with company objectives to give them clear direction. Use clear, specific examples in your feedback to ensure the employee understands the issues. Focus on delivering feedback in a supportive, constructive manner to encourage improvement. Develop an action plan together, outlining steps for improvement and setting measurable goals. Follow up regularly to monitor progress and provide ongoing support through trainings, online articles and so on. By approaching performance evaluations this way, you can help the employee improve and contribute more effectively to the team.

At Sam's café, performance evaluations were a big deal. One day, Sam sat down with Jamie, his barista, to discuss her recent work. Instead of saying, "You're not doing well," Sam pointed out specific instances where Jamie's latte art wasn't up to their usual standard. He even showed her pictures for clarity. This approach helped Jamie see exactly what needed improvement without feeling attacked. Sam's clear examples and supportive tone made the conversation constructive, setting Jamie on a clear path to get better, rather than feeling blamed or confused.

É igualmente importante reconhecer e elogiar as áreas em que o funcionário está se saindo bem. Isso pode aumentar a moral e a motivação do funcionário, além de promover um ambiente de trabalho positivo. Além disso, fornecer feedback construtivo e orientação pode ajudar o funcionário a desenvolver um plano de ação para melhorar seu desempenho. Lembre-se, o objetivo de uma avaliação de desempenho não é apenas identificar deficiências, mas também capacitar e motivar os funcionários a alcançar seu potencial máximo.

Identifying issues is crucial for addressing underperformance and providing constructive feedback. For instance, consider a sales team member consistently missing targets. Through performance evaluations, the manager identifies a lack of product knowledge as the root issue. Instead of reprimanding, the manager offers targeted training and sets achievable goals. As a result, the employee's confidence and sales improve dramatically. This approach transforms underperformance into an opportunity for growth, illustrating how pinpointing specific issues and providing constructive feedback can lead to significant performance improvements.

In the cozy bookstore, Emma, the manager, had a chat with Alex, her new assistant. After discussing some areas where Alex could improve, Emma set clear, achievable goals for him. She said, “Let’s aim for perfect shelving by the end of the month, and increase our social media engagement by 20%.” These targets aligned with Alex's role and the store's goals. Emma’s approach wasn’t just about fixing current mistakes; it was about helping Alex grow and develop professionally. With these clear goals, Alex felt motivated and knew exactly what to aim for.

When setting expectations, take notes of both objectives: (1) Help the worker in recognizing their strengths by helping them to see what they performed well. (2) Identify the areas that need improvement along with the plan of action that will get them there. Remember that the Performance Evaluation should be handled equally with other instances, even those that hadn't been performed. There are two things you can think about to avoid passing judgment or assigning blame: 1. While actively listening to each other and analyzing scenarios --> apply a neutral filter to capture the "facts" and "features" with no bias or emotion. 2. Using instructive and clarifying questions to direct the conversation toward the future rather than the past.

Uma vez que os problemas são identificados, é crucial estabelecer metas claras e alcançáveis. Isso fornece uma direção para a equipe e ajuda a manter todos focados e motivados. Além disso, metas claras permitem que você meça o progresso e faça ajustes conforme necessário. As metas devem ser específicas, mensuráveis, alcançáveis, relevantes e limitadas no tempo - também conhecidas como metas SMART.

Establecer expectativas es lo primero dentro del sistema de gestión del empleado, una vez que ya se identifican problemas de desempeño se deben realizar planes de mejora, dentro de estos planes se deben acordar acciones a realizar por parte del empleado y establecer objetivos numéricos a alcanzar en un periodo de tiempo establecido. El líder debe identificar cuál es el problema real, si es capacitación, si es falta de seguimiento, desinterés o incluso si es capacidad para el desarrollo de las funciones. De acuerdo a lo que se identifique el líder también debe brindar herramientas y coaching para apoyo del plan .

Além de identificar pontos importantes para a organização e o cargo, é importante entender o que faz sentido para o desenvolvimento da carreira profissional do colaborador. Por isso, inclua também metas que vão ajudá-lo nesse percurso. Por exemplo, o colaborador precisa desenvolver a oratória por conta de suas funções atuais, mas deseja desenvolver as habilidades de negociação para seus interesses futuros. Não tenha medo de ajudar a equipe a alcançar suas metas, mesmo que diferentes do trabalho atual, pois isso contribui para o engajamento e motivação.

Providing support is essential for addressing underperformance and delivering constructive feedback. Consider a software developer struggling to meet deadlines. Through performance evaluations, the manager identifies a need for better time management skills. Instead of punitive measures, the manager assigns a mentor and offers time management training. With this support, the developer learns to prioritize tasks and streamline workflows, resulting in improved performance and project delivery. This example highlights how supportive interventions can turn underperformance around, fostering growth and enhancing overall productivity.

In the lively kitchen of a bustling restaurant, Chef Maria pulled aside Jake, a junior chef, after setting new goals for him. She said, “Jake, we’re here to help you succeed. You’ll have access to advanced cooking classes, and I’ll be your mentor. Plus, we’re upgrading our kitchen tools.” Jake felt a surge of confidence. Maria’s support showed that the restaurant truly valued his efforts and was committed to his growth. With these resources, Jake knew he had everything he needed to improve and thrive in his role.

In a cozy office, Emma sat down with her manager, Raj, for her performance review. Raj started by saying, “Emma, I want to hear your thoughts. What challenges have you faced, and do you have any suggestions for us?” Emma shared her experiences and ideas openly. This exchange not only highlighted some hidden issues but also made Emma feel valued and heard. Raj’s approach fostered trust and encouraged Emma to take charge of her growth. Together, they built a plan that reflected both the company’s goals and Emma’s aspirations, strengthening their work relationship.

Es importante que quien haga el plan y determine las acciones que va a realizar sea el mismo empleado, el debe de estar convencido de lo que necesita hacer para mejorar y sobre todo ser responsable del seguimiento.

Imagine Sarah, a team manager, wrapping up a performance review with her employee, Mike. She schedules monthly check-ins to track his progress and tweak his development plan as needed. These regular meetings show Mike that his growth is a constant focus, not just a yearly checkbox. By consistently following up, Sarah ensures that Mike feels supported and motivated, making performance management a continuous journey rather than a one-time task.

To address underperformance and provide constructive feedback, follow up using performance evaluations by scheduling a private meeting to discuss specific areas needing improvement. Use concrete examples from the evaluation to highlight issues and offer actionable suggestions. Set clear, achievable goals and deadlines, and provide resources or training if needed. Regularly check in to monitor progress and offer support, fostering an open dialogue to encourage development and improvement.

Con empleados de bajo rendimiento debemos como líderes tener más sesiones de retroalimentación en periodos específicos, esto para que podamos realmente ver una mejora y alinear los planes si por algo no están funcionando. Recuerdo que un líder alguna vez me dijo, ¿Por qué tengo que invertir más tiempo en un empleado de bajo desempeño? La respuesta es simple , por qué cómo líderes una de nuestras principales funciones es desarrollar a nuestra gente, si todo nuestro equipo fuera excelente sería fácil, pero en un equipo diverso muchas veces hay que desarrollar en unos cosas diferentes que con otros.

After completing the big project, Maria gathered her team to celebrate their success. She made sure to highlight everyone's hard work and the improvements they'd made along the way. With a big smile, she handed out small awards and words of praise, knowing that this positive reinforcement would boost their confidence. The team felt valued and proud, and Maria could see that recognizing their achievements made them even more motivated. This celebration reinforced the importance of their efforts and inspired them to keep aiming for excellence.

Addressing underperformance through performance evaluations requires a balance of honesty and support. I start by clearly outlining the expectations and where the employee is falling short. It's important to be specific, using concrete examples to illustrate areas of improvement. During the evaluation, I make sure to listen to their perspective, which can offer insights into underlying issues. To provide constructive feedback, I focus on actionable steps they can take to improve. Setting measurable goals and providing resources or training opportunities can help them get back on track. This approach not only addresses the immediate performance issues but also fosters an environment of growth and development.

Performance evaluations should not be a surprise. Ensure you're providing consistent feedback throughout your employee's year. You are denying your employee a chance to improve, to build strong relationships with internal & external customers, and practice new skills by holding feedback until the performance evaluation. Yes, feedback can be awkward, but like any other skill, you'll get better at it and I promise you that early and often feedback is much, much easier in the long run.

I can’t stress this enough, but the first step is to actually have the conversation. It’s a hard conversation to have, but it’s even harder if you don’t have the convo. Come prepared to the meeting with concrete examples of poor performance, and give examples of the expectations moving forward. Employees want honest feedback and usually appreciate it afterwards. It’s always challenging to hear it in the moment, but later on it’s appreciated.