Managing Poor Performers – A Practical Guide

Learn practical advice and a powerful three-step approach to dealing with poor performers. See it play out in case studies with demonstrations by psychologist Peter Quarry. The first eight video chapters include dramatized examples for dealing with poor performers. They show mistakes managers make with angry team members, staff who make many mistakes or are late and inefficient. The final video chapter provides excellent advice from Peter Quarry and psychologist Eve Ash to ensure you conduct professional discipline interviews that achieve results.

The nine video chapters are:

1. Solving Work Problems: 21 minutes This video chapter covers job planning, counselling, disciplining and communication skills for managers. The first step in solving any problem, including a work performance problem, is to clear about just what the problem is. So managers and supervisors must know what the standards required are, and must also know about a staff member’s actual level of performance, so that they can accurately determine that a performance problem exists.
2. What’s the Problem?: 13 minutes Part one of Peter Quarry’s powerful three-step formula for improving performance. The first step in solving any problem, including a work performance problem, is to be clear about just what the problem is. So managers and supervisors must know what the standards required are, and must also know about a staff member’s actual level of performance, so that they can accurately determine that a performance problem exists.
3. What’s Causing the Problem?: 14 minutes Part two of Peter Quarry’s powerful three-step formula for improving performance. Determining the cause of the problem involves three key points.
4. Solving the Problem: 13 minutes Part three of Peter Quarry’s powerful three-step formula for improving performance. Only when the cause of the poor performance has been identified and agreed on can the manager and the staff member start to talk about how the problem is going to be solved. Solving the problem entails considering what can be done most efficiently and effectively to close the gap between the existing level of performance and the desired level.
5. Phil’s Case: 20 minutes Phil works in dispatch. Complaints about mistakes and late deliveries have prompted his supervisor, Kris, to talk to him. See how Kris performs and the mistakes she makes. Then see how psychologist Peter Quarry demonstrates the skills to improve Phil’s performance.
6. Ian’s Case: 18 minutes Ian works in an art department. Lately his work has been sloppy, he makes long personal phone calls, he drinks and he is constantly late or off work. His supervisor, Hugo, has already talked to him twice before. This time Hugo adopts a hard approach. Then see how psychologist Peter Quarry demonstrates the skills to tackle Ian’s performance.
7. Jude’s Case: 20 minutes Jude is a conscientious researcher in a professional market research team. Her supervisor, George, wants her to be more creative. Jude is shocked and resentful at George’s feedback. Then see how psychologist Peter Quarry demonstrates the skills to effectively manage Jude’s performance.
8. Heather’s Case: 24 minutes Heather is the youngest clerical worker in a project team. She is angry about other staff who are inconsiderate, messy and who avoid her. The staff have complained to the new supervisor, Kate, about Heather being aggressive. Then see how psychologist Peter Quarry demonstrates the skills to improve Heather’s performance.
9. Conducting Successful Discipline Interviews: 15 minutes Many managers are confused by the difference between a discipline interview and a counselling or coaching session. Psychologist Peter Quarry explains the purpose of a discipline interview, when to conduct one and the involved practicalities. This program covers progressive disciplining, the role of documentation and how to deal with strong emotions.