The Smart Techie was renamed Siliconindia India Edition starting Feb 2012 to continue the nearly two decade track record of excellence of our US edition.
June - 2007 - issue > People Manager
Managing Marginal Performers
C Mahalingam (Mali)
During the course of my interactive session, I asked them two questions: How many of them believed that getting a good performance was an issue in their company? Almost all of them raised their hands stating it indeed was an issue. Then I asked the second question: How many of them believed that it was their issue? More than half of the hands went down in no time. Interesting discussions followed as to why many of them thought it was someone else’s problem to address non-performance.
This is not uncommon. In fact, it is rather widespread in our organizations that managers responsible for ensuring top notch performance often ignore pockets of non performance until either it is too late or some higher up pulls up the manager to fix it.
Why is there a laxity in managing marginal or non-performance?
In my experience, I have observed that the following could be attributed as reasons for many people managers’ hesitation to manage marginal or non-
performance:
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