How would you handle poor performers on your team?

This question tests your leadership abilities, particularly your ability to manage, motivate, and develop team members who may be struggling with their performance. It shows how you deal with issues, mentor others, and ensure a high standard of work quality.

When answering this question, you should highlight your approach which should include:

1. Identification: Identifying the issue with the employee's performance.
2. Address the Situation: Discussing the problem directly with the concerned team member.
3. Plan Improvement: Setting a plan for improvement.
4. Guidance: Providing guidance and support throughout the process.
5. Assessment: Evaluating their progress over time.

Remember, the answer should present you as a compassionate and proactive leader not an autocratic boss, and it's essential to emphasize resolution and growth rather than punitive measures.

When I encounter poor performers in my team, my first step is to identify the root cause of the poor performance. I would start this process by having a one-on-one meeting with the team member. During this meeting, I would discuss their current performance and issues they might be facing. Sometimes, personal or professional problems could be the reason behind a person’s low performance.

After identifying the issue, I would provide them with support and resources to deal with it. For instance, if the employee needs more training, I would arrange it for them. We would then collaboratively come up with a plan for improvement. This could include setting specific, measureable, achievable, relevant and time-bound (SMART) goals. I would make sure they understand that they can approach me if they need help.

Lastly, I would follow up with them periodically on their progress. This approach not only supports individual improvement but also enhances overall team spirit.

To handle a poor performer on my team, I would initiate a performance improvement plan (PIP). The first step would be a constructive and respectful conversation where we discuss the performance issues and concerns as well as my expectations.

Negative feedback should be balanced with positive feedback to motivate the employee. I would provide them with necessary resources such as additional training or mentorship to help them improve. Setting SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) goals would also help them understand what is expected from them.

The PIP would not be a one-time action but a consistent process. I would monitor their progress with periodic assessments and regular touchpoints. If there’s progress, I would acknowledge them. If the performance continues to lag, more stringent steps would be required. At all stages, the key is to be supportive and ensure the employee feels valued, rather than threatened."