Performance Appraisal and Difficult Conversation
Managing Employee Performance and Having Difficult Conversations
Jan 26, 2009
Managing performance is simple and straightforward with employees that perform well or are high performers. However, it is almost inevitable that at some stage this will not be the case. It is potentially more difficult to deal with employees that are under-performing and that may involve having difficult conversations to both establish root causes and to move towards a mutually acceptable solution.
Preparation for a Difficult Conversation -- What are the Facts?
It is important that the process for managing performance and especially performance improvement starts with the facts. Ideally, the potential problem or need for performance improvement has been identified as part of a regular performance appraisal. It is especially important to:
- Focus on the known facts that cannot be disputed
- What are the facts that may be disputed
- Separate the facts from the hearsay and opinions
- Understand whether this is under-performance by the employee or whether there are other factors that are affecting performance. Getting to the root cause of this may actually be part of the conversation
Understand the Desired Outcome
Before starting any potentially difficult conversation understand the desired outcome and what is to be achieved such as:
- Establish root cause[s] of under-performance
- Agree root cause[s] with employee
- Identify performance improvement steps together
Ideally, the plan for the conversation will include all three objectives.
Define Plan for the Difficult Conversation
Establish key stages for the conversation to ensure that the conversation can be guided towards the desired outcome.
- Establish a time and place to have the conversation in private. Try not to have the employee "worry" about what this meeting is about so set very board expectations and schedule it quickly
- Start conversation with a brief summary of reason why this conversation or meeting is taking place, what are the known facts
- Seek feedback from the employee on the facts, focusing on facts and specific behaviours and not broad generalisations
- Use feedback and facts to establish root causes of under-performance and clearly identify what is the desired standard performance and the improvement needed
- Seek agreement from the employee about the facts, root causes and performance improvement needed
- Ideally ask the employee to Identify steps towards making the desired performance improvement and perhaps guide their thinking and solution. Alternatively, suggest the steps needed and obtain agreement about the steps needed
- Gain commitment to do the action steps
- Set a future point in time to review progress against action steps
Difficult Conversation
Preparation and planning for a difficult conversation is essential. In addition, it is important to focus on the facts and to remain calm at all times, especially if the employee is becoming emotional or defensive. The plan is to help guide the conversation towards a mutually agreed outcome. Being prepared, focusing on facts and the desired outcome should help make a potentially difficult conversation much easier.
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