What To Do With an Average Performer

January 20, 2011

Average performers. These are individuals on your team who do just enough work to get by and no more. Turning in performance that is mediocre at best, average performers rarely offer new ideas or volunteer to take on additional work. You might evaluate these workers as “Meets Expectations.” Or, if you were handing out letter grades, you would assign them a “C”.

If you are like most managers, you devote little time and attention to these individuals. Most of your time is spent working with your best employees and dealing with failing or problem employees. The people in the middle -- these “C” performers -- receive neither praise, nor do they receive pressure to improve or leave the organization.

This may not be a good thing.

As a manager, one of your goals is to continually improve the overall productivity and performance of your department. Treating “C” level performance as acceptable sends the wrong signal to others. It allows mediocrity to creep into the organization and may discourage your best performers.

In its book on Performance Management, the Harvard Business School for example, argues that managers should develop performance improvement plans for these “C” workers and demand better performance from them or move them out of the job. In other words, for each one of these people, it should be: “up, over, or out.”

But there are problems with this approach, too. Some people simply don’t respond to coaching or other efforts to develop them beyond a certain point. Further efforts to develop them is frustrating and ultimately futile. And unless they violate the rules or otherwise become a liability to the organization, it may be difficult to reassign them in many organizations, much less terminate their employment.

So, what’s the answer?

Smart managers, I have observed, do not take a one-size-fits-all approach. They don’t insist on moving every “C” level performer up or out, nor do they let all such workers off the hook. Instead, they consider the circumstances and treat each situation separately. Ever the pragmatists, the most effective managers pursue whatever strategy they believe will work. If you choose to take this approach, here are some guidelines to follow.

Ask yourself these three questions.

1. Have I done everything I can do to help this person improve?

As a manger, you owe it to every employee and to your organization to get the most out of whatever potential the employee has to offer. Some average performers have been placed in a job that is not ideally suited for them. Others simply need more experience. Whatever, it is, before giving up on a “C” performer, make sure that you have provided all the coaching, training, encouragement, and incentives you can to help the individual improve his or her performance. Given the cost of recruiting, hiring, and training a new person, it is always better if you can salvage an employee you already have.

It is easy to fail here by giving up too soon. I had an inexperienced worker who valued his contribution to the company much higher than I did. He demanded a pay increase and being somewhat put off by his brashness, I refused. Not long after that, he accepted a job with another company. Looking back, I wonder if I had challenged him to prove his value to the company would things have turned out differently.

2. What is the cost of mediocrity?

Consider the nature of the job and the level of responsibility held by each of your average performers. If the level of responsibility is low and the job involves essentially routine, standardized tasks, then perhaps the difference between a top performer and an average performer is not that great. Only you can make that assessment.

If the individual is in a management or supervisory position, however, there should be no wavering on your part. A’s and B’s are fine. But you can ill-afford to have less in a supervisory position. It will only result in more mediocrity. “C’s” hire only C's. And the A’s and B’s will become frustrated. In general, the greater the level of responsibility, the higher the cost of mediocre performance, both to you and to the organization.

3. Can we do better?

Ask yourself how difficult would it be to replace the individual who is turning in average performance. Can you get someone better? Perhaps the pay is low or the working conditions are such that it is difficult to find talented people willing to take the job. But you won’t know unless you try. And in today’s job market, many workers are looking to make a move and many willing to consider a lateral move.

Asking yourself these questions will help you make the right decision in each case. You will feel comfortable that you have done all you can to improve the level of talent and performance in your organization.