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SUSTAINING PERFORMANCE, MANAGING
POOR AND HIGH PERFORMERS
Sustaining Performance in organizations
To maximize employee performance, the following strategies should be employed:

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Communicate performance goals at hire
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Providing performance feedback
Sharing information
Allow employees to participate, to the extent possible, in the formulation of their performance goals
Providing decision making discretion
Minimizing incivility
Continuous monitoring and coaching

MANAGING POOR AND TOP PERFORMERS
Understanding Performance – Potential Matrix

• The performance vs
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• The performance vs
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potential matrix and on whom to focus their
developmental efforts
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PERFORMANCE – POTENTIAL MATRIX

UNDERSTANDING PERFORMANCE – POTENTIAL MATRIX CONT’

• In the boxes categorized along the x and the y-axis in the performance vs
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Conversely, the
bottommost square indicates both low performance and low potential
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• One first needs to accurately plot employees on the performance vs
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Both potential and performance are individual
metrics and need to be determined separately
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IDENTIFYING LOW AND HIGH PERFORMERS
High performance BACKBONE/CASH COW
High performance - Low potential
(Performers)
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Low Performance
(Performers)

Acknowledge effort and contribution
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Look for each person's hidden high
potential, undiscovered passions, etc
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• Give appropriately stretching coaching, mentoring, training
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ICEBERGS/DOGS

PROBLEM CHILD

Low performance - Low potential
• Counsel, build trust, understand issues
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• Facilitate more fitting roles, direction,
purpose, opportunities, etc
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• Failing this, assist or enable move out of
organisation if best for all concerned
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▪ Counsel, build trust, understand issues
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▪ Explore attachment to backbone or star mentors and coaches
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•THERE ARE QUESTIONS ABOUT HIS/HER ABILITY TO
SUCCEED IN THE CURRENT ROLE LONG-TERM
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PIPs are a contract between the employee and employer in which the performance
deficiencies of the employee are clearly articulated
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PIPs also include
timelines for achieving performance goals
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PIPs are generally not considered to be employee discipline, but rather a
developmental tool for low-performing employees
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• Individual has been given additional assignments and has demonstrated high-level
commitment/achieved significant results
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Managing High Performers
▪ Individual development plans/ Career development opportunities
▪ Acknowledge effort and contribution
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▪ Reward performance
▪ Offer new challenges and responsibilities as appropriate
▪ Give appropriately stretching coaching, mentoring, training

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