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<\/a>\u00a0<\/p>\nThe two most common poor performance areas were described as either capability or absence, absence being the most common issue for public sector organisations.<\/p>\n
Bearing in mind the critical role the line manager has to play in addressing issues of poor performance, training in this area is essential if line managers are expected to carry out fair, consistent and effective day to day management.\u00a0 Left unaddressed, the impact of a single poor performer on a team can be significant.\u00a0 It is unavoidable human nature that most people who feel they are contributing casino online<\/a> more than their fair share will be impacted in some negative way, and as morale drops, so does the overall performance of the team.\u00a0 The line manager now has a team-wide issue rather than a single individual to tackle.<\/p>\n The survey also explored what skills line managers most needed training on, in order to tackle poor performance effectively.\u00a0 As the chart below shows \u2018having difficult conversations\u2019 with team members was identified as the skill most lacking and most likely to be holding line managers back.<\/p>\n Despite this finding, only 20% of the organisations taking part in the survey provided line managers with mandatory training on this topic.\u00a0 There was a clear disconnect between the training need that had been identified and the training that was being provided.<\/p>\n At 360 HR we often find that whilst organisations might have all the policies, procedures and written guidance a line manager could want for, under performance is still not tackled.\u00a0 Why?\u00a0 Because when it comes to handling a conversation that might become difficult, line managers just do not have confidence in their own skills.<\/p>\n