Marginal Performer

Group 11

Harshavardhan Chinchore (FT 12279)Pranav Gopal Jha (FT 12238)Rajiv Garg (FT 12245Siddharth Sureka (FT 12258)Smruti Rekha Padhy (FT 12261

What do you think Strom should do? Address marginal performance early

Document all evidence relating to that Nyageri’s low performance level :Poor audit ratingFailure to meet deadlinesPoor overtime controlFailure to conduct performance appraisalsPoor staff administrationFull use of sick leave

Schedule performance review meetings with the Nyageri

Be prepared to take appropriate action

How can Nyageri be made a better performer?

Avoid referring to the situation beyond the impact it has on his performance

Engage the Nyageri in the discussion to obtain his perspective on the matter and clear misconceptions

Nyageri’s Perception :Banking environment was one that did not pay wellVery little recognition for the workBranch manager had been insensitive to his needs Branch manager was “unreasonable” to expect so much of himNot yet adjusted to the new results oriented approach and appeared to resent the new system of performance appraisalsLimit the discussion to job related issues

Follow steps as discussed in slide 6

What do you think leads to this sort of situation?

Burnout and stress.

Whether company practices and culture reward marginal performance.

If financial incentives and bonus payments are based on being present -- company may inadvertently be rewarding low levels of performance

Addiction or alcoholic behavior

Do you think Strom from her position as Manager would be able to do something?

Yes

Develop and set specific expectations and standards

Closely monitor performance

Assign a “mentor”

Give specific and timely feedback

Consider training, where appropriate

Provide work assignments that build confidence

Help Nyageri plan and prioritize his work

Determine if the performance problem is a result of Nyageri’s domestic problems