The Hindu Business Line : <I>Managing under-performers </I>

Under-performers can be made normal performers and, sometimes, even good performers. While tolerating under-performers is an art, managing them is a different ball-game altogether. Who is an under-performer? Essentially, one who is afraid to take on any additional responsibility, is quite happy with what he/she is doing, and resists change in whatever form.

Still, there are ways organisations can get the best out of such people. By allowing them to specialise in just one task, these under-performers can be used effectively. Exposing them to the basics improves their knowledge on routine and even legal aspects.

In a closely-held company, manufacturing heavy chemicals in rural Tamil Nadu, it was nice to see the managing director take personal interest in the welfare of the employees. Since the organisation was well managed and made profits, job security was not a problem. The work environment was enjoyable, and the under-performers were given fairly decent wages and trained to do small peripheral jobs too. The team spirit was evident, and the general managers would go all out to sort out personal problems of the supervisors and other employees. Those who were smart and better qualified, were promoted fast, but the under-performers did not grudge this. There was some inter-changeability between people and jobs at the clerical level, and the small sense of achievement that the employees got when they were praised for the extra work, was there for all to see.

Hence, one of the ways of effectively managing under-performers, particularly in remote locations, is to give them routine jobs, and increase their skills in a niche area. Another way is to rotate them in such routine jobs so that boredom does not set in. While doing so, some innovation is called for, and this can be done in ways that will help them grow to some extent, within the limitations of the scope of particular jobs and roles.

(The author is a free-lance writer.)

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