Most workers abhor poor performance (at least, the poor performance of their co-workers). More significantly, so do most managers.
At the most, these other employees depend on their poor-performing co-workers to accomplish their jobs, and the failure of the manager to confront the issue prevents these workers from performing at their best.
Russell offers specific suggestions for preparing for the conversation about performance, conducting it and, most importantly, following up with coaching and feedback.
When a worker starts a job, a lack of ongoing coaching and feedback has the potential to reinforce and solidify poor performance.
And if the manager has effectively raised the concern about performance with the poor-performing worker, that workers needs the coaching and feedback to re-align his or her efforts with the manager’s.
Check out the article at: http://www.peoplemanagement.co.uk/pm/articles/2010/11/how-to-address-poor-performance.htm?area=pm.