A little background:
I have a poor performer who is asking for a raise. I don't think he is actually a poor performer, to be honest I think he has been mismanaged. I'm new to management (<6 months) and I just started doing One on One's two weeks ago.
Here's my question:
He has asked for a review and to discuss a potential raise. I told him we would discuss it during his one-on-one this week but honestly it was just a stall. I feel like I'm in a dilemna here because I don't think he has been set up to be successful but at the same time I don't want to be handing out company money when he truly has not been performing up to par.
I'm more or less looking for two answers here:
A short term 'what do I do' and a long term 'how do I avoid this in the future with other employees.'
I've gotten about halfway through the manager's tools basic podcasts so far so I don't know if there is a specific podcast that addresses this and I just haven't gotten to it yet.
Thanks for the help!
Jon
Everybody asks for a raise
Jon,
In my experience everybody wants more than they are getting. I don't think you can ever avoid directs demanding something, (time off, different schedules, more money, promotions, etc). Raises should only be based on true merit. How is his performance compared to others in the same role? In the short term I think you need to tell him that you need to see an improvement in his work over the next six months and see if he improves. If he really needs help there may be coaching and training opportunities for you. Don't let directs pressure you into giving them something they have not earned.
Randy
In the short term, I would
In the short term, I would make it clear that his performance is not such that you can give him a raise and provide specific examples of where he can improve that will make the most difference in his overall performance rating. I would also ask him if he feels like he's been mismanaged and get specifics. You can use this information to adjust your management style for him. for example, maybe he's been micromanaged to death and doesn't feel his judgement is trusted. So give him some leeway on a project, make it clear you are doing so, and see how he handles it.
In the long term, have clear measurements of performance and set goals every year. communicate progress and/or roadblocks on goals on a frequent basis.
Two factors
There are two factors at work here: his performance, and company budget.
First, and foremost, is his performance. You need to discuss with him what the standards are, and where his performance is in comparison. Tell him what you said here: that you think he can be a good performer. And tell him that you need the data first, before you can show him the money.
This is hard. You need performance criteria. You need to measure him against those criteria. It may take time to get that in place.
Second, you need to know company policy. Are raises an annual, end-of-year thing? Are they associated with promotions? Are off-cycle promotions or raises allowed? How much money is in the budget for your team? If he gets a raise, does that reduce your budget for everyone else?
You should be open with your team about the process and the constraints. The more they know, the easier your job is.
Ultimately, it's a matter of saying: "here's what you need to do. If you do it, this is what I can do for you."
John Hack