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United States Office Of Personnel M anageMentAddressing and Resolving Poor Performance: A Guide for Supervisors OPM.MARCH 2017Addressing and Resolving Poor Performance Table of Contestable of Contents Introduction

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How to fill out addressing and resolving poor?

1. Identify the issue: Start by identifying the specific problem or poor performance that needs to be addressed and resolved. This could be related to an individual, a team, or a process.
2. Gather information: Collect relevant data and information to better understand the root causes of the poor performance. This may involve conducting interviews, analyzing performance metrics, or reviewing feedback from stakeholders.
3. Develop a plan: Create a structured plan that outlines the steps and strategies to address and resolve the poor performance. This plan should include specific actions and timelines for implementation.
4. Communicate effectively: Clearly communicate the expectations and objectives of addressing and resolving poor performance to the individuals or teams involved. Ensure that everyone understands their roles and responsibilities in the process.
5. Provide support and resources: Offer necessary resources, training, or coaching to help individuals or teams improve their performance. This could include providing additional training sessions, implementing new tools or technologies, or offering mentorship.
6. Monitor progress and track results: Continuously monitor the progress of addressing and resolving poor performance. Regularly assess whether the implemented strategies are effective and measure the improvements made. Adjust the plan if necessary.

Who needs addressing and resolving poor?

1. Employees: Poor performance can negatively affect the productivity and morale of individual employees. Addressing and resolving poor performance ensures that employees receive the necessary support and resources to improve their work.
2. Teams: Poor performance within a team can lead to a decline in overall productivity and collaboration. Addressing and resolving poor performance within a team fosters a healthy work environment and promotes effective teamwork.
3. Organizations: Poor performance can have a significant impact on an organization's success and reputation. Addressing and resolving poor performance helps organizations identify areas of improvement, increase efficiency, and maintain a competitive edge.

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What is addressing and resolving poor?

Addressing and resolving poor is the process of identifying and correcting areas of deficiency or underperformance.

Who is required to file addressing and resolving poor?

Any individual or entity responsible for managing performance issues within an organization is required to file addressing and resolving poor.

How to fill out addressing and resolving poor?

Addressing and resolving poor can be filled out by documenting the specific performance issues, identifying root causes, and outlining corrective action plans.

What is the purpose of addressing and resolving poor?

The purpose of addressing and resolving poor is to improve performance, productivity, and overall organizational effectiveness.

What information must be reported on addressing and resolving poor?

Information such as the nature of the performance issues, individuals involved, root causes, action plans, and timelines for resolution must be reported on addressing and resolving poor.

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