You've hired a new engineer with performance issues. How can you address them without causing demotivation?

We need to analyze, Performance Issue is due to skill gap or behavioral aspect or due to lack of coaching and mentoring required during onboarding. Based on analysis further action need to be taken.

Having to understand someone's failure in performance is a major setback individually and team, will do; Assessing the ideal gabs leading to what made the poor performance will be the first thing to do, Followed by a one on one session, allowing the ideal person to describe the gabs and challenges they faced at the role. Create a proper training both practical and theoretical. Setting clear new goals and achievements to the individual allowing them to act in what they have learnt from the missing gaps. A close follow up session allowing him/her to address what they are facing as challenge towards their new goals. Lastly, Appraisals and rewards for motivation.

The initial assessment should start with how are WE failing as an organization and as the engineering department? Was onboarding completed properly? Did we task this engineer with duties that (a) perhaps were not on the initial job description and (b) we knew were skillsets he either did not possess when hired or needed more training on when hired? Once this internal assessment is complete, we can delve into the concrete examples of opportunities for development (rather than failures).

My first reaction is that management has not done their part. The initial assessment includes examining all the ways that management could have prepped the employee for success.

First of all we need to understand and analyze exactly what is the issue and why the enegineer is underperforming. Once we can analalyze and objectively understand the reasons then we can take the next step and engage in a constructive positive feedback with the Engineer

Addressing performance issues with a new engineer without causing demotivation requires a balanced approach, and open dialogue is key to this process: Transparency and Trust: Clarifying Expectations: Identifying Root Causes: Encouraging Growth: Regular Check-Ins: Positive Environment: By keeping the dialogue open, you can address performance issues constructively, helping the engineer improve while maintaining their motivation and positive integration into the team.

One way I’ve found success here is to lay out the deficiency and then acknowledge what we (mgmt) could do differently to set this person up for success. This usually takes away any defensiveness and allows the person to acknowledge their own shortcomings with a sense of shared ownership.

After Initial assessment on gaps we need to have open dialogue to take new hire on confidence and take sign-off on plan for filling gaps as per requirement.

É essencial para um gerenciamento eficaz e empático de desempenho, lidar com problemas de desempenho de maneira cuidadosa e empática não só ajuda a resolver as questões atuais, mas também fortalece a confiança e o comprometimento a longo prazo.

In this open dialogue, you must always begin by listening. Asking how the first 30 days had gone, or how was onboarding. Perhaps ask if the new hire has been exposed to other relevant departments, to see how the engineer role impacts those departments. You can glean a lot of information by asking leading questions. You already have the deficiencies in mind, so you can now compare those deficiencies with the new hire's feedback to try and fill in the gaps of information during the open dialogue discussion. It will be important to present what the organization has done to try and set the new hire up for success and see if the employee agrees with that effort.

The goals should center around agreeing on the gaps, by merging the employee's skillset, the needed training, and the improvements the supervisor can make in adjusting or extending onboarding. Goals should be a two way street in this instance.

If he is a very good attitude , so move on for training missing gaps if he also had a bad attitude . fire and hire to save the company right for a fit employee

The new engineer can pass the interview and has proven to have enough engineering ability, but his performance isn't good, the key reason is he/she does not have enough ability to adapt to a new environment quickly or doesn't have surrounding knowledge of his/her work. Anyhow, we should provide the necessary training and resources for him/her and give enough time to see the feedback. Remember, don't have biases by short-term performance, 千里马常有而伯乐不常有(The splendid steed is common, but Bole is not common).

As selection Team has found a prospect in candidate prior to hiring, required Training resources should be made available to fill identified GAP (skill, coaching, behavioral, cultural) as the case be.

One thing I've found helpful is to look at the full picture as far as we can see. Most new employees will have an element of anxiety at starting a new position. They will be cautious and have feelings of have they made the right move. These are things that we all feel, and we should help ease new employees transition into their new role and make them feel comfortable. Confidence will follow, then performance will improve. Very few people hit the ground running as they say, if they do, I'd be concerned.

Positive reinforcement and recognition of effort does go a long way but we must be careful to not lose sight of the goal. While progress is great, achieving the performance standard is where we need to be.

Ao reconhecer um comportamento positivo, seja claro sobre o que exatamente está sendo elogiado. Por exemplo, em vez de dizer “Bom trabalho”, diga “Você fez um excelente trabalho ao resolver aquele problema no projeto X rapidamente”. Também é importante oferecer o reforço imediatamente após o comportamento desejado para fortalecer a conexão entre a ação e a recompensa. O objetivo do reforço positivo é não só reconhecer e recompensar comportamentos desejáveis, mas também fomentar um ambiente onde as pessoas se sintam valorizadas e motivadas a continuar contribuindo de maneira positiva.

Oferecer suporte contínuo é fundamental para o crescimento e sucesso dos membros de sua equipe. Esse suporte vai além de simplesmente fornecer feedback ocasional; trata-se de estar disponível e ativo no processo de desenvolvimento e resolução de problemas. Oferecer suporte contínuo é um processo dinâmico que envolve comunicação aberta, recursos adequados e um compromisso genuíno com o desenvolvimento da equipe. Ao seguir essas estratégias, você cria um ambiente onde os membros da equipe se sentem apoiados, motivados e capacitados para alcançar seu melhor desempenho.