How to handle poor performers on the team (as an Eng Manager)

It's a balance of empathy, clear communication, and decisive action

Handling poor performers in an engineering team is a challenging aspect of being an engineering manager. The approach to this issue requires a careful balance of empathy, clear communication, and decisive action, all while maintaining the morale and productivity of the entire team.

Understanding the Root Causes

The first step in addressing poor performance is understanding its underlying causes. Performance issues can stem from a variety of sources, such as lack of clarity in job roles, insufficient training, personal issues, misalignment with the team's goals, or even challenges in personal life. As an engineering manager, it’s crucial to engage in a direct yet empathetic dialogue with the employee. This conversation should aim to identify any obstacles they are facing and understand their perspective. It's important to approach this meeting without preconceived notions or judgments. Instead, focus on listening and gathering information to accurately assess the situation.

Setting Clear Expectations and Goals

Once the root causes are identified, the next step is to set clear expectations and goals. This involves outlining the specific areas where improvement is needed and establishing measurable and achievable objectives. It's essential to communicate these expectations in a way that is clear and unambiguous. The goals set should be SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) to provide a clear path for improvement. Regular check-ins and milestones can help in tracking progress and providing ongoing feedback, which is crucial for the employee’s development.

Providing Support and Resources

Supporting the employee through their improvement process is a vital part of handling poor performance. This can include additional training, mentoring, or even adjusting workload or responsibilities if necessary. As an engineering manager, it's