This training shows you how:

When employees just aren't "cutting it" — is it smarter to look for replacements? At last look, the nation's unemployment rate was at a 24-year low with no signs of letting up. What does that mean to you, to your organization?

It means fewer qualified people answering your ads; higher demands by those who fit the bill; and no guarantee that your new hires won't suddenly bolt for the next great offer that comes their way.

Clearly, simply replacing your poor producers or nonperformers is not only more difficult than it used to be — but it can also pose a serious risk to your organization.

Why? For one thing, finding a replacement could take weeks, months — even longer. And when the right person finally comes along, you need to factor in a learning curve (often quite lengthy) before the newcomer is "up to speed." Finally, despite your best screening efforts, you're never really sure that your new hire will end up outperforming the person who left.

In most cases, it pays to invest a reasonable amount of time and effort to motivate your subpar performers.

Here's why:

	Although their performance may not meet your standards, they "know the ropes" and are experienced in dealing with the people, policies and procedures of your organization
	You already have a good idea where their strengths lie, where they need nudging, and how to approach them with help
	A "rescued" employee often adopts a powerful resolve to succeed — much more so than if no intervention had taken place
	A sincere, systematic effort to save a sinking employee sends a powerful message organization-wide that you have your employees' interest at heart

Who will benefit most —

	Managers, supervisors, team leaders — anyone responsible for the performance of others
	Human resources specialists looking to reduce turnover, cut hiring costs, build a stronger work force

	Better ways to communicate expectations — so people know exactly what's expected of them
	How to help failing employees take ownership in their own comeback
	Motivators that work — and those that don't
	When to go the extra mile; where to draw the line
	Resources to turn to when employees' personal problems begin to affect their job performance
	A powerful 11-step program to challenge, coach and guide a problem employee through a successful U-turn in behavior or performance

	You'll see improvement in people's performance, enthusiasm, morale, commitment, trust, loyalty and work ethic
	You'll reduce turnover, slash hiring costs and go "on record" as being committed to helping all your employees succeed

Program Overview

A "big picture" look at the characteristics and causes of poor performance

	How widespread is the problem? Some revealing stats on companies that have performance-improvement programs vs. those that don't
	Getting to the root of the problem: ways that organizations, leaders, stand-outs and co-workers contribute to lackluster performance in others
	How to pinpoint what makes your top producers excel, and ways to encourage your laggards to "model" these traits
	9 types of poor performers — how many do you recognize?

	How to intervene properly — dos and don'ts of confronting an employee in need of help
	Assessment: taking stock of your own coaching strengths and weaknesses
	How to match 4 coaching strategies (training, motivating, counseling and correcting) to the needs of the employee and the situation
	Performance interviews — specific questions to ask about work habits, goals, personal issues — and how to analyze the answers to bring about positive change
	How to create and use performance profiles to pinpoint areas for improvement
	A problem performance checklist to help you determine precisely where your underperformers need the most help

	A 5-step process for helping underperformers set goals they can meet — and exceed
	4 basic performance styles — how to match a style to your employee's need
	6 tips for ensuring one-on-ones produce results
	Ways to overcome the resistance you're almost certain to meet

	The "3 I's" approach to bolstering an employee's low self-esteem
	Specific remedies when poor performance is attributable to

—	On-the-job stress
—	Perfectionism
—	Power and control
—	Problems with co-workers

	Applying the right kind (and amount) of pressure to ensure underperformers fulfill their end of the bargain
	The best ways to conduct a one-on-one so it benefits both parties
	Preparing a reasonable action plan: key elements to include

	Employee performance profiles
	Performance action plans
	Problem area matrices
	Problem performance checklists
	One-on-one meeting agenda forms