Intent and skill

Recently, A question was posed to the HR head on how to deal with non performers and whether line manager could be armed with tools to have an exit mechanism. The HR head rightly said that for handling such tools, the line manager should have sufficient maturity and even then there is always a possibility of misuse.

This got me thinking about how a line manager comes to the conclusion that the subordinate is a non performer and can there be some guidelines to going about.

Well presented in a scenario form, the situations describes possible ways of coming to some conclusion. I have also suggested my ways of dealing with those situations

Be warned that the terms INTENT and SKILL themselves have a high level of abstraction and the manager would have to come with concrete examples in action settings which are a deviation from standard norms.
Also the subordinate has an equal right to provide feedback and has to be listened with an open mind

Scenario 1- No Intent but is skillful, then Feedback to and from employee on actions and effects and possible redeployment. If it fails, then letting go


Scenario 2 - If intent is there but lacks skill, then Suitable Skill development in shortest possible time or else redeployment.

Scenario 3 -if intent is not there and skill is also lacking, then Evaluation of possible reasons and feedback to and from employees. If still no change, then letting go

Scenario 4 - If intent is there and so is skill, yet business is not happening as per plan, then the business model has to be tweaked.