Actually, we have one employee to whom we have promised an increment, but for the past two months, his performance has been degrading day by day. Due to him, we have also lost one project.
Dilemma on Promised Increment
Now, I am in a dilemma about what we need to do as we had promised to give him a 20% hike upon the completion of his probation period. I am seeking suggestions on how to handle this situation in a way that does not demotivate the employee, considering that we are currently not in a position to increase his salary due to the financial losses we have incurred.
Please advise on how to navigate this delicate situation effectively.
Thank you.
From India, Delhi
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Dilemma on Promised Increment
Now, I am in a dilemma about what we need to do as we had promised to give him a 20% hike upon the completion of his probation period. I am seeking suggestions on how to handle this situation in a way that does not demotivate the employee, considering that we are currently not in a position to increase his salary due to the financial losses we have incurred.
Please advise on how to navigate this delicate situation effectively.
Thank you.
From India, Delhi
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You pay for the performance and not for the person. If the person's performance is on a downhill trend, have you issued him a warning letter? When you give him a warning letter, it will also send him a signal, albeit indirectly, about what is in store for him in the future. In the warning letter, clearly mention that if he fails to improve his performance, severe disciplinary action will be initiated against him.
If he gets demotivated because of the warning letter, then it is his problem. I don't think that you need to mollycoddle him despite his below-expectation performance.
After one month, if his performance has not improved, then give him a chance to enhance his performance and clearly state that his salary increment has been put on hold for the next three months, and any increase would be proportionate to his performance.
Thanks,
Dinesh V Divekar
"Beware of false knowledge; it is more dangerous than ignorance."
From India, Bangalore
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8071If he gets demotivated because of the warning letter, then it is his problem. I don't think that you need to mollycoddle him despite his below-expectation performance.
After one month, if his performance has not improved, then give him a chance to enhance his performance and clearly state that his salary increment has been put on hold for the next three months, and any increase would be proportionate to his performance.
Thanks,
Dinesh V Divekar
"Beware of false knowledge; it is more dangerous than ignorance."
From India, Bangalore
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Dear Ms. Shefali Gupta, I had decided not to post my comments in this forum due to some reason. Since you were in need of an APPROPRIATE/SPECIFIC/PRECISE SOLUTION, I am posting my comments to sort out your employee-related issue. With PEACE OF MIND and carefully, please read my comments marked in PURPLE and BOLD. Kindly revert with PRECISE INPUTS. I am sure you will find the perfect solution to your query.
1) You have promised to give an increment - Could you be kind enough to let me know:
A) THE DATE OF YOUR PROMISE MADE TO YOUR EMPLOYEE IN WRITTEN OR ORALLY
B) "SCHEDULED INCREMENT DUE DATE AS PROMISED"
2) Since 2 MONTHS his performance is degrading day by day -
A) You mean to say that the PERFORMANCE DEGRADATION noted is POST-PROBATION PERIOD followed by your PROMISE/COMMITMENT for INCREMENT/HIKE IN PAY?
B) Could you be kind enough to let me know "whether you had thoroughly studied the reason or had you conducted ROOT CAUSE ANALYSIS for SPECIFIC PERFORMANCE DEGRADATION, POST PROBATION PERIOD?
C) Did you compare the same with the PERFORMANCE noted during the PROBATION PERIOD?
D) FIRST LEVEL OF COMMUNICATION - Did his SUPERIOR try to CONVEY (MENTOR/COACHING) THE MESSAGE, thus helping/supporting him to IMPROVE HIS PERFORMANCE.
E) SECOND LEVEL OF COMMUNICATION - Did you COUNSEL & COMMUNICATE the DEGRADATION in PERFORMANCE - ORALLY or WRITTEN to your EMPLOYEE, stating POST CONSEQUENCES FAILING TO IMPROVE PERFORMANCE?
3) Because of him, we have lost one project also
A) What is the DESIGNATION of that EMPLOYEE?
B) List down the SPECIFIC REASONS for not securing the PROJECT purely ASSOCIATED only with this EMPLOYEE
C) According to you, what could be the ROLE should be either PLAYED or EXECUTED by this EMPLOYEE for securing that SPECIFIC PROJECT?
4) Now I'm in a dilemma about what we need to do as we have promised to give him a 20% hike at the completion of his probation period
A) You must pay him as COMMITTED because he had successfully completed his PROBATION PERIOD. If you fail to pay him, you shall be CHEATING your EMPLOYEE
B) I hope you are not PAYING INCREMENT based on MONTHLY PERFORMANCE, and INCREMENT is purely based on ANNUAL PERFORMANCE.
5) Please, anyone suggest what I can do so the employee will also not get demotivated, and I don't want to increase his salary at this point of time as we suffered from financial loss..
A) What is your ROLE, and are you an AUTHORITY to decide about EMPLOYEE PERFORMANCE the PAY?
B) Once again, I want to remind you that you must PAY him as per PROBATION CONFIRMATION and PERFORMANCE NOTED during PROBATION PERIOD. If you have any issues, you can communicate with him in the next PERFORMANCE APPRAISAL. In the meantime, to BOOST his MORALE & PERFORMANCE, study the FACTORS associated with NON-PERFORMANCE. An employee might have PERFORMED well just to SEEK HIKE IN SALARY. Post-probation, he might have started ignoring things due to OVER-CONFIDENCE
C) Please do not BLAME A SINGLE EMPLOYEE for your FINANCIAL LOSS. There are many people involved in your company, including your TOP MANAGEMENT and his SUPERIORS. If these individuals could have taken DECISION at their LEVEL, your company may not have incurred FINANCIAL LOSS.
The above strategy I had presented has been designed by me to identify the REASON/ASSOCIATED FACTORS for EMPLOYEE DISENGAGEMENT & NON-PERFORMANCE. It's UNETHICAL to BLAME A SINGLE EMPLOYEE for his NON-PERFORMANCE and relevant LOSS incurred.
I would be glad if you can "THINK OUT OF THE BOX" to seek/secure a SOLUTION for any PROBLEM. If you need further support, please feel free to email me; I will do the needful for you.
With profound regards,
From India, Chennai
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1) You have promised to give an increment - Could you be kind enough to let me know:
A) THE DATE OF YOUR PROMISE MADE TO YOUR EMPLOYEE IN WRITTEN OR ORALLY
B) "SCHEDULED INCREMENT DUE DATE AS PROMISED"
2) Since 2 MONTHS his performance is degrading day by day -
A) You mean to say that the PERFORMANCE DEGRADATION noted is POST-PROBATION PERIOD followed by your PROMISE/COMMITMENT for INCREMENT/HIKE IN PAY?
B) Could you be kind enough to let me know "whether you had thoroughly studied the reason or had you conducted ROOT CAUSE ANALYSIS for SPECIFIC PERFORMANCE DEGRADATION, POST PROBATION PERIOD?
C) Did you compare the same with the PERFORMANCE noted during the PROBATION PERIOD?
D) FIRST LEVEL OF COMMUNICATION - Did his SUPERIOR try to CONVEY (MENTOR/COACHING) THE MESSAGE, thus helping/supporting him to IMPROVE HIS PERFORMANCE.
E) SECOND LEVEL OF COMMUNICATION - Did you COUNSEL & COMMUNICATE the DEGRADATION in PERFORMANCE - ORALLY or WRITTEN to your EMPLOYEE, stating POST CONSEQUENCES FAILING TO IMPROVE PERFORMANCE?
3) Because of him, we have lost one project also
A) What is the DESIGNATION of that EMPLOYEE?
B) List down the SPECIFIC REASONS for not securing the PROJECT purely ASSOCIATED only with this EMPLOYEE
C) According to you, what could be the ROLE should be either PLAYED or EXECUTED by this EMPLOYEE for securing that SPECIFIC PROJECT?
4) Now I'm in a dilemma about what we need to do as we have promised to give him a 20% hike at the completion of his probation period
A) You must pay him as COMMITTED because he had successfully completed his PROBATION PERIOD. If you fail to pay him, you shall be CHEATING your EMPLOYEE
B) I hope you are not PAYING INCREMENT based on MONTHLY PERFORMANCE, and INCREMENT is purely based on ANNUAL PERFORMANCE.
5) Please, anyone suggest what I can do so the employee will also not get demotivated, and I don't want to increase his salary at this point of time as we suffered from financial loss..
A) What is your ROLE, and are you an AUTHORITY to decide about EMPLOYEE PERFORMANCE the PAY?
B) Once again, I want to remind you that you must PAY him as per PROBATION CONFIRMATION and PERFORMANCE NOTED during PROBATION PERIOD. If you have any issues, you can communicate with him in the next PERFORMANCE APPRAISAL. In the meantime, to BOOST his MORALE & PERFORMANCE, study the FACTORS associated with NON-PERFORMANCE. An employee might have PERFORMED well just to SEEK HIKE IN SALARY. Post-probation, he might have started ignoring things due to OVER-CONFIDENCE
C) Please do not BLAME A SINGLE EMPLOYEE for your FINANCIAL LOSS. There are many people involved in your company, including your TOP MANAGEMENT and his SUPERIORS. If these individuals could have taken DECISION at their LEVEL, your company may not have incurred FINANCIAL LOSS.
The above strategy I had presented has been designed by me to identify the REASON/ASSOCIATED FACTORS for EMPLOYEE DISENGAGEMENT & NON-PERFORMANCE. It's UNETHICAL to BLAME A SINGLE EMPLOYEE for his NON-PERFORMANCE and relevant LOSS incurred.
I would be glad if you can "THINK OUT OF THE BOX" to seek/secure a SOLUTION for any PROBLEM. If you need further support, please feel free to email me; I will do the needful for you.
With profound regards,
From India, Chennai
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Employee Motivation.ppt
Using Bi-directional Performance Management.doc