While often administratively painful, most managers are OK
with performance review meetings when they have easy-going, high performing and
low maintenance employees. Employees typically
leave smiling, feel encouraged and are frequently motivated to do even better.
The same cannot be said for difficult performance management
conversations with underperforming, high-maintenance or disgruntled
employees. Managers who ineffectively deliver
bad or difficult news often leave employees angry, upset and demotivated.
If your direct report (who you want to retain because they
have potential) leaves your difficult performance conversation feeling
frustrated and disengaged, performance management training experts recommend
the following three steps to rescue the situation:
- Schedule
a follow-up meeting. Give the employee a bit of space and time to absorb
the “hard-to-hear” news. Your objective for the follow-up session? Creating a joint
plan for improvement that is aligned with business and personal priorities
while being reasonable, fair, transparent and achievable.
- Check for
understanding and solicit questions. Know that the employee may have shut
down early in your previous session and may not have heard all you said. Be
ready to listen and answer with specific examples of under-performance or
cultural missteps.
- Talk together about what specific changes you would like to see and how they can be accomplished. Agree upon a plan of action which may include targeted training, regular coaching sessions, or a modification of job role. Make sure to include a specific timeline for improvement and the consequences for both success and failure.
Learn more at: http://www.lsaglobal.com/performance-management-training-consulting/
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