Hello Binu, this is a fairly common problem that can be addressed in multiple ways. Because the issues you identified can be construed as negative, try the sandwich approach. First, tell the team member what they do correctly. Second, identify areas of weakness and offer help to shore up any gaps. For example, additional training might be needed or perhaps the initial training was ineffective. Keep in mind the job might not be a good fit. Therefore, consider if this is the best person, based on their skills and abilities, for the job. Third, end the conversation on a positive note and affirm your commitment to helping them improve.
If this person is a subordinate, it is worth the effort to identify the root cause of the problem. Most people want to do a great job and having their supervisor take interest in their professional development can boost their morale and improve performance. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
First of all I review what "fast enough" mean and what "quality" mean in the context of the project. With that on hand I start the process to help them because is my responsability as project manager to develop the team. Saving Changes...
Wade HarshmanScrum Master| GDITIndianapolis, In, United States
Quality requirements need to be built into the project requirements, and managed throughout the project. Work that doesn't meet these requirements is no better than work that isn't done. There may be operational variables to consider, or perhaps the project requirements need to be reviewed.
If someone isn't working fast enough, you can try to find ways to remove impediments. We as project managers always need to be humble about this, though. Is our schedule at risk because the team isn't working fast enough, or is our schedule at risk because our estimates were bad? Saving Changes...
Al TaylorI.T. Contractor| IndependentWaterloo, Ontario, Canada
great question!.....great responses!! Saving Changes...
Anton OosthuizenSenior Business Analyst / Project Manager| Self EmployedPretoria, Gauteng, South Africa
Agree with Segio. Once you have a common understanding of the definitions you need to understand what the root cause/s for failure to satisfy these are. How you deal with it will be different depending on the reason for non-compliance. Saving Changes...
To find out what's causing the performance issue, you have to get to the root of the problem.
Explore with him whether they have the actual skills required to do what's expected . If not , arrange training for him.
Sometimes poor performance has its roots in low motivation. In this case, you need to work closely with the employee to create a motivating environment . Saving Changes...
I completely agree with defining the expectations. I think you also need to carefully consider why the difference between expectation and reality.
What is getting in the way of their results? It could be project related things you can help with, organizational issues you can't, or personal things like health, family, or being months from retirement and not very motivated.
Sometimes you can help fix it. Other times you just do your best. Saving Changes...
KEYULKUMAR DAVEPMP, Six sigma Black belt| ThailandBanchang, Rayong Province, Thailand
Hi, if your team member is sufficiently involved during project planning and his/her points has been considered during planning then this issue will be mitigated. But If the schedule or quality has been enforced then while checking project progress you can think that team member is working slow or doing low quality job.
Now another question is your team is able to plan the job sufficiently in detail if yes, no problem at all during planning. But if not able to understand plan in detail it will be PM's responsibility to provide sufficient training to team. Saving Changes...
firstly, we need to define the desired/standard quality level and pace. Then we have to share our expectation with team members and be able to measure and control them based on their results. Discussing the results and finding a solution would be the next step. Saving Changes...
LORI WILSONRETIRED - Technical Project Manager| RETIRED - LifePoint HealthClarkston, Wa, United States
Hello Binu: Beyond the excellent comments my peers have shared above - I try to find a way to inspire productivity. Sometimes this means sitting down with some of the key players individually to find out what their challenges or obstacles are - this can explain a lot. I try to create relationships with the people on my team - learn a little about their personal life and try to connect with them. I bring treats to meetings, look for ways to create energy and enthusiasm for the project and I've found that taking time to acknowledge/recognize work completed goes a long way too. Each person responds differently to these things - but I've found them all helpful in improving overall project results. Saving Changes...
