Table of Contents
1. Background and Objective
2. Institutionalization of Rules on Low-Performer Management in Workplaces
3. Implementation of Rules on Low-Performer Management in Workplaces
4. Education and Training for Low-Performers and Feedbacks
5. Organization for Handling Issues Related to Low-Performers
6. Summary and Implications
Summary
• Current status of low-performer management system in workplaces was examined based on 「2015 Workplace Panel Study」.
- Low-performer management system was categorized into push-type (warning, wage cut, publication of evaluation results, limited promotion, layoff) and pull-type (training program, support for job transfer, reassignment transfer, mentoring). Based on these two categories, different attributes of workplaces were examined.
• Only 48.4% of all workplaces were found to have a system to manage low-performers.
- In terms of the push-type management system, the most common policy to be adopted is warning (22.3%) followed by limited promotion (19.5%), while in terms of the pull-type management system, the most common policy to be adopted is mentoring (16.9%) followed by reassignment trasfer (14.9%) and training program (12.9%).
• Of the workplaces with a low-performer management system, 65.4% have actually implemented the system.
- In terms of the push-type management system, the most common policy to be implemented is warning (23.0%) followed by limited promotion (19.6%), while in terms of the pull-type management system, the most common policy to be implemented is mentoring (17.1%) followed by education program (13.1%) and reassignment transfer (11.6%).
- Layoff policy is relatively more prevalent in workplaces with no trade unions.
• The average annual duration of training program for low-performers is 11.9 days.
• 29.5% of all workplaces responded that they have a rolling feedback system for assesses and that the system is operating well.
• A survey about organizations that handle issues related to low-performers found that an average of 30.0% of workplaces handle issues related to low-performers through a HR committee.
• There is a growing perception that management of low-performers is directly related to strong business competitiveness and survival. Therefore, there needs to be continuous interest in related systems and practices.
No | Title | Author | Date | Attach |
---|---|---|---|---|
2 | [KLI Panel Brief No. 18] Current Status and Challenges of Low-Performer Management System | Minsu Song | March 25, 2019 |
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1 | Basic Analysis Report on the 1st~6th Waves of the Workplace Panel Survey (WPS): Current Status of Korea’s Labor Market Represented by Workplace Conditions | Yoo bin Kim, Jungwoo Kim, Minsu Song, Kimin Kim | December 28, 2018 |
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