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Managing Performance Problems

Managing Performance Problems

Rita McGee


Tackle poor performance in your organisation with this fully customisable toolkit

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About the book

Addressing performance issues in organisations is essential for business success. However it is often difficult to know where to begin as these issues can arise for a number of different reasons and may need to be dealt with in a variety of ways. This comprehensive resource will arm professionals with the tools to identify and combat any performance problem as it appears, from inability to perform to unwillingness. It covers common performance issues and approaches for dealing with them as well as strategies for dealing with persistent problems.

Designed for trainers and consultants, Managing Performance Problems can be used to design a performance management training course, run a workshop or conduct a one-to-one session. It covers both formal and informal performance management processes and will also empower line managers by giving them the knowledge and confidence to tackle problems head on.

About the Series:
The HR Toolkits provide complete sets of customisable, printable resources to facilitate in-house training and development workshops and strategy design. Supplied as both ring binders and electronic files, and consisting of modules which can be used individually or combined for more extended programmes, the toolkits include ready-made practical exercises, handouts, discussion questions and more to upskill employees.

Table Of Contents

  • Section - ONE: Foundations for Handling Performance Problems;
    • Chapter - 01: How Do We Get People to Perform?;
    • Chapter - 02: Why Everyone Should Be Bothered by Performance Problems;
    • Chapter - 03: Different Methods that can be Used to Improve Performance;
    • Chapter - 04: Risks and Relationship;
    • Chapter - 05: Handling Line Managers' Objections;
    • Chapter - 06: Situational Performance Management;
    • Chapter - 07: How Good am I at 'Handling Poor Performance'?;
  • Section - TWO: Setting Standards of Performance;
    • Chapter - 08: Identifying Standards of Performance;
    • Chapter - 09: Setting Goals, Aims, Objectives, Standards and Targets;
    • Chapter - 10: How to Check Others Understand what You Mean;
    • Chapter - 11: Deciding How to Set the Standard;
    • Chapter - 12: Assessing Others' Readiness for Feedback;
  • Section - THREE: Recognising Problems;
    • Chapter - 13: Common Performance Problems and Approaches for Dealing with Them;
    • Chapter - 14: Climate Survey;
    • Chapter - 15: Preparing for an Informal Meeting to Discuss the Problem;
  • Section - FOUR: Strategies for Dealing with Persistent Problems;
    • Chapter - 16: Legal Considerations;
    • Chapter - 17: Clarifying Different Roles and Responsibilities;
    • Chapter - 18: When to Use Capability Procedures versus When to Use Discipline Procedures;
    • Chapter - 19: Checklists for Every Stage in the Formal Procedure;
    • Chapter - 20: Conducting a Formal Meeting;
    • Chapter - 21: What To Do when the Performance is Irredeemable;
  • Section - FIVE: Evaluating Your Approach to Handling Performance Problems;
    • Chapter - 22: Personal Assessment - 'How Good am I at Managing Performance?';
    • Chapter - 23: Benchmarking - 'How Do I Stack up against Others?'

Book Details

  • Imprint: CIPD - Kogan Page
  • EAN: 9781843982074
  • Edition: 1
  • Published: 16th April 2008
  • Loose-leaf
  • Format: 310x257
  • 152 pages
  • Series: HR Toolkits

About the Author

Rita McGee works as a consultant, trainer, facilitator and executive coach and specialises in the strategic development and implementation of human resource practice. She designs and delivers an array of training programmes aimed at building organisational, team and individual capability.

Rita McGee