"Dave, is there anything we can do to improve your experience as an employee? Anything we can do to help you take your skills to the next level?"
Then listen to Dave. He probably knows his work isn't as good as the rest of the team.
I worked on a team where I was Dave. The manager tried to avoid uncomfortable talks by making very indirect statements involving me, to my team. and my teammates would never, ever talk to me about my work. They all talked about it, though. Avoiding it created a _lot_ of resentment.
Getting laid off that team was, to date, the best thing I've experienced in my career. Talk to Dave. Listen to him. Practice the conversation with someone else, first.
More generally, it's good that OP you are thinking about investing in making your team better. When I managed large teams (~350) my thinking always went in this order for weak performers:
a) What can we do to allow them to perform in their current role (an honest discussion is usually a good place to start)
b) If they are in the wrong role, is there another role within the org where they can thrive?
c) If there is no role (typically this supported by either brutal incompetence and/or no desire to work at this place) it's better to get them out of there so they can find a place better suited to them.
Getting rid of bad people is good thing and shouldn't be shied away from. But the first step is asking how to make it work.
Comments
"Dave, is there anything we can do to improve your experience as an employee? Anything we can do to help you take your skills to the next level?"
Then listen to Dave. He probably knows his work isn't as good as the rest of the team.
I worked on a team where I was Dave. The manager tried to avoid uncomfortable talks by making very indirect statements involving me, to my team. and my teammates would never, ever talk to me about my work. They all talked about it, though. Avoiding it created a _lot_ of resentment.
Getting laid off that team was, to date, the best thing I've experienced in my career. Talk to Dave. Listen to him. Practice the conversation with someone else, first.
This is a good suggestion.
More generally, it's good that OP you are thinking about investing in making your team better. When I managed large teams (~350) my thinking always went in this order for weak performers: a) What can we do to allow them to perform in their current role (an honest discussion is usually a good place to start) b) If they are in the wrong role, is there another role within the org where they can thrive? c) If there is no role (typically this supported by either brutal incompetence and/or no desire to work at this place) it's better to get them out of there so they can find a place better suited to them.
Getting rid of bad people is good thing and shouldn't be shied away from. But the first step is asking how to make it work.