| Employee performance issues are unavoidable. The | | | | - Ask the employee to summarize what you've asked |
| key to both addressing them and reducing their | | | | of her to ensure understanding. |
| reoccurrence is to provide honest and timely | | | | - Close the meeting by reiterating the employee's value |
| feedback. | | | | and providing encouragement. The important thing is to |
| This is certainly not a new concept. Unfortunately it is | | | | show you care about the person and demonstrate |
| not commonly practiced. There is a simple reason for | | | | that it in her best interest to improve. |
| this, and it's not because we don't have the time. I've | | | | - Document the meeting. Stick to the observations. Do |
| seen managers do almost anything to avoid giving an | | | | not interpret them (e.g. Instead of "Jane was |
| employee honest, timely feedback. We neglect doing it | | | | uncooperative. She didn't listen to anything I had to |
| because it makes us uncomfortable. Being humans, | | | | say," write, "Jane said I was mistaken. She interrupted |
| we don't like confrontation. As managers we swear | | | | frequently. It took 3 attempts before she successfully |
| up and down that it's not a problem for us, but it is. We | | | | summarized the required steps for improvement"). |
| don't like to hurt people's feelings. Unfortunately, this | | | | - Set up a follow-up meeting to review the |
| thinking rewards poor performance, which cheats the | | | | performance. Document this meeting as well. |
| company. It also cheats the employees, depriving them | | | | Most will respond positively to this approach and |
| of the opportunity to grow and improve. | | | | attempt to improve. If this is the case, make sure to |
| While there is no easy way to give negative feedback, | | | | praise the employee for her good work. After all, |
| it simply must be done if a manager is to be effective. | | | | timely, honest feedback applies to good performance |
| While it does get easier with practice, it will never be | | | | as well! Be sure to explain that while you are pleased |
| an enjoyable activity. | | | | with her progress, regressing is not acceptable. |
| Below is a method for successfully addressing a | | | | Those who do not respond well to the feedback may |
| performance issue with an employee. | | | | not be a good fit for the organization. If your company |
| - Meet in a private place. Let the person know she is a | | | | has a documented procedure for handling such issues, |
| valued employee. Sometimes it's good to start with a | | | | follow it. Regardless, it is important to act quickly. Good |
| positive comment. Never yell, threaten, or publicly | | | | managers fire underperformers. Even with judicious |
| criticize. | | | | feedback and active coaching, there is no avoiding a |
| - Respectfully and objectively discuss the gap in | | | | dud every once in a while. |
| performance and the impact on the organization. Do | | | | Team members watch closely how performance |
| not assume intent. Avoid reacting emotionally. | | | | issues are handled. They are aware of problem |
| - Ask the employee for an explanation. If this is the | | | | performers before you are. They are usually the ones |
| first time addressing the issue, give her the benefit of | | | | picking up the slack. If handled improperly performance |
| the doubt. There may be a valid reason. It may be a | | | | issues can severely damage an organization. Do not |
| skill issue, or there may be some other roadblock. If so, | | | | ignore the problems or pass them along to |
| you need to help. | | | | unsuspecting colleagues. Address them swiftly. |
| - Give explicit instructions on how the employee must | | | | Make a commitment to provide timely and honest |
| improve, to include measurable goals (e.g. The error | | | | feedback to your employees and observe the |
| free client report must be delivered by Friday at noon). | | | | benefits that follow. |
| If you are to assist, explain what you will do by when. | | | | |