There are two types of performance problems and also two reasons why an employee may not perform to an employer’s standards or expectations.

When an employee does not perform one or more specific job tasks to the standards of quality and/or efficiency expected by the employer, it is determined to be a performance issue. Performance problems are related to job duties and the tasks required of the employee while on the job.

When an employee behaves in an inappropriate, unprofessional, or unethical manner, it is a behavior or conduct problem. Both performance and conduct or behavior problems require intervention. A supervisor or manager must respond differently to each type of problem.

Bob works for a fast food restaurant. He always gets to work a few minutes early, he is nice to his supervisor, he gets along with his co-workers, and he treats customers very well. However, Bob constantly forgets the script that he is supposed to use when he is serving a customer. The script includes various “up-sell” points intended to encourage people to buy more or increase the size of their order. Bob’s supervisor, Mac, has given Bob feedback three times and coached him by standing next to him as he serves customers. Bob is doing well as long as he is trained, however as soon as he is on his own he does not follow the customer service script.

Does Bob have a performance problem or is it a conduct or behavior problem? We really don’t have enough information yet to answer this question.

Performance Reasons and Conduct/Behavior Issues

An employee may demonstrate performance problems for one of two reasons. First, the employee may lack the skill, training, or experience to properly perform some part of the job. Alternatively, they may have the required skill or experience, but may not be motivated or confident enough to do some aspect of the job.

When an employee lacks skill or experience, the supervisor or manager must train, coach, and guide the employee to better performance. Training can be on the job, through formal education, or through employer-sponsored workshops and courses.

When an employee lacks motivation, supervisors and managers must first determine the reasons for the low motivation. These reasons can be organizational or personal in nature. Employees are responsible for maintaining their own motivation. However, the behavior of supervisors and managers, the physical working conditions, and the attitudes of co-workers can all have a direct impact on employee motivation. An employee may have the ability to do a job but may perform below acceptable levels because he lacks confidence.

The supervisor must spend time determining the best way to support, coach, or mentor the employee to improve performance. This can be a short-term or long-term process depending on the nature of the job, the personality of the employee, and the relationship with the supervisor. Age, gender, education level, culture and language, and personal history all play a role in deciding how best to address employee trust issues.

Mac decides to meet privately with Bob to dig a little deeper into the problem. Bob says that he feels the client script is unnecessary and “a little stupid.” He says that he prefers to talk to customers without using the script. Mac points out that without the script, Bob “forgets” to upsell the customer and often forgets to say “Thanks and come again.” Bob says that he always tries to upsell and that he always says thank you.

Now reconsider, does Bob have a performance problem or a conduct or behavior problem? We now know that it is most likely a conduct/behavior problem. Bob is able to get the job done right and does it well while his supervisor is by his side. Bob chooses not to do the job to the standards required of all employees. Knowing this, more training is not the answer. Mac has already given Bob feedback three times, so further feedback is likely to be unsuccessful. Using a verbal warning (the first step of formal progressive discipline) is the next best intervention. Bob needs to clearly convey the message that he must meet the expectations of the employer and use the customer service script immediately and in the long run.

Check out our next ezine article to find out how to do progressive discipline professionally.