Rethinking Employee Performance: Awareness, Action, and the Role of HR
In the fast-paced world of human resources and management, it's common to interpret an employee's tardiness, missed deadlines, or failure to meet commitments as signs of negligence or a lack of awareness. However, these issues often stem from deeper cognitive and psychological processes. Understanding these can significantly shift how we approach performance issues in the workplace.
The Common Misconception- Many HR leaders and managers assume that if an employee understands the impact of their actions on the team, they will change their behavior accordingly. This assumption leads to decisions like issuing PIPs or even terminating employees when immediate improvements aren’t seen. However, this approach overlooks how awareness and action are governed by separate neural processes and structures in the brain.
Mental Shifts Needed in HR and Management
Understanding vs. Action: Recognize that being aware of a problem does not automatically equip an employee with the tools to solve it. Action is a separate process that can be hindered by many factors, including mental health issues, executive function challenges, and personal stressors.
From Punishment to Support: Shift from a punitive approach to one of support and development. Before considering disciplinary actions, assess whether the organization has provided adequate support for employees to meet their roles effectively.
Holistic Approaches to Performance Issues: Consider that factors like anxiety, decision fatigue, and executive functioning deficits can significantly impact an employee's performance. These issues often require different strategies than those traditionally used in corrective action plans.
Steps to Foster Change Before Corrective Action
Open Communication and Psychological Safety: Ensure that communication channels are open and that the environment is psychologically safe, allowing employees to express concerns without fear of negative consequences. Managers should check for understanding and provide clear examples to demonstrate comprehension and expectations.
Targeted Support: Instead of general warnings or a one-size-fits-all PIP, tailor support to individual needs. This might include access to counseling services, adjustments to workload or deadlines, and providing tools or training to improve time management and organization.
Regular Follow-Ups: Set up regular check-ins to provide feedback and guidance. This ongoing communication helps maintain an open line, allowing for adjustments to support as necessary and reinforcing a collaborative approach to problem-solving.
Training for Managers on Neurodiversity: Managers should be educated about conditions like anxiety, depression, ADHD, and other neurodiversities to better understand how these can affect work behavior and performance. This knowledge is crucial for effective and empathetic management.
Individualized Management Approaches: Recognize that what works for one employee may not work for another. Managers should adopt an individualized approach to management that accounts for varying executive functions strengths and weaknesses across their team.
Promote a Culture of Wellness: Encourage a workplace culture that prioritizes mental health and well-being. This includes everything from stress management workshops to encouraging regular breaks and flexible working arrangements.
Rethinking our approach to performance management is not just about being kinder—it's about being more effective and ensuring our teams can succeed. By understanding the complexities of how awareness and action are interlinked and distinct, HR professionals and managers can create a more supportive, productive, and sustainable workplace environment.
