New school business managers may inherit under performing site staff or existing managers perceive that an individual is not performing to an acceptable level.

Leaving aside behavioural and conflict issues and disciplinary measures, what corrective action should be taken to motivate a complacent individual? Using the sample job description below and the information provided above on tasks and duties, sound out two or three school leaders in comparable schools and calculate what proportion of the individual’s time should reasonably be devoted on average to each of the principal activities. Ensure that you make allowances for the seasonal nature of some tasks such as carrying out building work during school holidays, clearing gutters of leaves in autumn and winter snow clearing. Every customers can access guidance on carrying out maintenance inspections in the Guidance Library.

The staff member will need to know the level of performance / productivity required in relation to each element of the duties about which there is a concern. Managers need to be specific about their concerns when discussing under-performance and must demonstrate evidence and/or give examples to support their assertions.

Once you feel you have gained a better understanding of the role of the Premises Officer or Manager, draw up an improvement plan with the individual and provide or arrange coaching.   Make the most of the tools available in Every to assign tasks, monitor their completion, encourage communication and enable performance reporting. Where underperformance is due to lack of skills, a manager can consider training (on-line, in-house or external courses), work shadowing, secondments, project mentoring and/or coaching; resources (what resources are available that might improve performance); realignment of work – consider whether aspects of the role can be reassigned to someone else or if work can be redistributed differently within the team.

Furthermore where there is a lack of motivation consider the following approaches to address this issue:

  • Setting goals to unsure individuals are clear about the standards their manager expects from them;  this is supported by up-to-date job descriptions and an effective appraisal process
  • Holding regular review meetings where you discuss performance, any barriers to achieving goals and appropriate action to address these barriers
  • Giving effective feedback; discuss and agree any change required

The individual’s performance might be influenced in part by lack of physical capability due to illness or injury. In these circumstances you should consider the impact of the Equality Act 2010 and the requirement to make reasonable adjustments.  This can be a physical change or a change in the way something is done and may include: changes to the individual’s duties on a temporary or permanent basis; making changes to equipment;  altering working hours or allowing him or her to be absent during working hours for rehabilitation, assessment or treatment.

In summary discuss under performance with the employee to determine the root cause(s), make sure that any performance improvement plan is put in writing – outcomes must be specific, measurable, achievable and timely – have regular reviews and follow the process through to conclusion. In summary, all employees need clarity about what is expected of them and made to feel valued. They also need to be equipped with the skills, information and tools to enable them to do their job and have the opportunities to fully realise their potential, be motivated and engaged.

Every’s HR Management system includes a Performance module that is beneficial from both sides – Employees can track their progress through their employee portal whilst managers can view objectives against organisational goals. 

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