There’s a slacker in your department: Is there really any way to turn that lemon into lemonade? There might be, if you’re willing to put in a little extra effort too.

Let’s face it: No matter how hard you try to vet potential Accounting employees, not every worker is going to be a perfect fit for your company or have the skills you thought they did when you hired them.

But firing someone is difficult for everyone involved, so if there’s any chance to “rehabilitate” an under-performer, it’s worth a shot. Real change can only happen if the employee generally wants to improve. But these five steps lay the groundwork to help slower workers turn into full contributors to the department.

1. Lay out clear expectations.You’d be surprised how many poor performers think they’re doing just swell simply because they have no idea what their managers actually expect them to do. Periodically meet with anyone you supervise to make sure they know exactly what you expect from their work. Another common issue: Many employees hesitate to stretch themselves or offer ideas because they think they’ll be shot down or appear to be stepping on someone’s toes. If you want that kind of extra insight from your folks, let them know your door — and your mind — are open.
2. Spell out the consequences. This is the flip-side of clarifying your expectations: Letting them know what will happen if they fall short. You don’t want to come off as threatening, but employees need to know that certain behaviors or unmet expectations could cost them promotions, raises, etc.
3. Provide thorough feedback.Every employee needs feedback on their work from time to time — underperformers need it more often. But it doesn’t have to be formal. In fact, the feedback that sticks the best is usually the day-to-day stuff. Just make sure it’s specific. A comment like, “Good idea adding that extra chart to the November reports. It really made the numbers easier to follow,” boosts a worker’s confidence — and makes him or her want to find other ways to get another “atta-boy.”
4. Focus on results. Not all feedback will be positive. When giving constructive criticism, make sure you focus on the work and its consequences, not the employee. And again, give specifics as to why the result was less than ideal, as well as ways to keep it from happening again. Example: “Because the check run went out late, we ended up paying $250 in late fees. If it’s ever that busy again, either ask for help or push back less time-sensitive tasks until the check run is finished.”
5. Give ‘em all the training you can. You can’t push someone out to sea alone in a boat and expect good results. Arrange training, and work with the employee to decide what training is appropriate and reasonable.

Any other advice for Accounting managers who may have less-than-stellar employees they’re trying to reform? Share your insights in the comments.

Tags: Employee communication, Hiring & training staff, Management issues