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Just about everyone has some of them: employees who just don?t cut the mustard. Even after careful hiring, training and motivation we all eventually find a few people who simply don?t meet minimum standards. Usually we?d just like them to go away but they never do. They hang around making you and everyone else miserable. Warning even though you can tolerate some of this, doing so is demotivating and undermining your star performers. Eventually your good employees will follow suit and slow down. Worse yet, they?ll quit. That poor performer is costing you much, much more than reduced productivity.

You can do something about this and you can do it in a way that will build trust and respect among the employees you want to stay. Give those poor performers a PIP (Performance Improvement Plan). One of two things will happen: (1) the employee will get better and come up to standard or (2) they?ll leave. Both are acceptable outcomes. Here?s how to do it.

Step #1 -- Quantify the Issues

Employees who are not performing usually know it but many of them don?t know the specifics of what they?re doing wrong. As an HR executive I?ve often asked managers to describe the poor performance. The answers that come back are usually fuzzy: bad attitude, disrespectful, not a team player, too many mistakes. It?s hard to make improvements around such generalizations.

It might help to ask yourself, "What do I want this employee to do differently?" These things are usually quantifiable and specific. "Get to work on time" is a simple example. Work hours are 8:30 a.m. to 5 p.m. This employee often arrives after 9 a.m. and leaves before 4:30 p.m. You can count how many days this occurs and record the dates. You can measure improvement by when he/she walks in. "Complete projects on time" is also specific if a bit more difficult to define. Think through exactly which projects were late and make note of the situation and dates.

Step #2 ? Be F.A.I.R.

I love this analogy. It stands for Feedback, Assistance, Involvement, Respect. When you talk to the employee about the issues, give them the quantifiable Feedback you?ve compiled in Step #1. Ask them if there?s any kind of Assistance they need in order to accomplish the changes. Unless asked, some employees may be afraid to say they need more training or they need a better tool to do the work. Encourage them to tell you. Then Involve them in the solution. Ask them to describe what they?re going to do about it. This conversation should be had with a great deal of Respect. Focus on the individual?s behavior, not the person themselves. Phrases like, "you?re stupid" or "?why can?t you get it right" will demotivate and be counter productive.

Step # 3 ? The Written Warning

If Step #2 doesn?t get results, be prepared to move to the next step. Put it in writing. This is the formal PIP. Write a letter to the employees describing the performance in need of improvement. Define the expected results in a quantifiable way. Note dates when the issue will be reviewed again and when the problem should be entirely resolved. Sign the letter. Give it to the employee in person. Get them to sign the letter indicating they understand the directive.

This will either get their attention and cause change or you will be documenting their way out the door. Timely feedback, action on promised consequences and consistent application are the keys to success.

Step #4 ? Fire Them!

Now that you?ve done all this, and still see no improvement, terminate them quickly. While firing someone is hard to do, delaying the action only compounds the damage. More often than not, poor employees are relieved when they?re fired because it forces them out of a situation that they know was not a good fit. Remember: no law or government agency can force you to employ someone who does not meet the standards for the position. Just remember to document the problem in an objective and unemotional way.

Studies show that top performers in nearly every business out produce low performers by anywhere from 200 to 900%. Imagine the bottom line effect on your organization if you replace one poor performer with a star. Then think about doing it again and again. There?s no stopping the success you can achieve by elevating the quality of your workforce.

Susan T. Gauff is Founder and CEO of The Growth Solutions Group, a human capital consulting firm whose mission is to help you select, retain and motivate star employees. She also provides professional meeting facilitation services. Contact Ms. Gauff at (609) 577-7370 or visit her website: www.predictivehiring.com to access a wide variety of free assessments and other practical information on dealing with people issues in business.