Did you know that 47% of millennials started looking for a different job after receiving a performance review? That is why it’s crucial to get your performance conversation right the first time around.
We will admit, engaging in a performance-based conversation with an employee can be a challenge. You’ve gotten to know them over the years, and the last thing you want to do is to make them upset.
But even with this internal dialogue, you know that it’s essential for the employee to understand how they can grow as a team member — not just for their own benefit but for the sake of everyone involved.
So, how can you navigate this delicate situation without assuming the role of the "bad guy"? From preparing for the meeting to addressing the issues at hand and beyond, we're committed to leaving no stone unturned in this article.
Let’s dive in.
Studies have shown that 92% of employees want feedback more often than just once a year. So, if you find yourself feeling nervous about initiating the conversation, take solace in the fact that your employees will likely appreciate it just as much as you do.
The best way to ensure that your performance conversation goes over smoothly is to prepare ahead of time. Some ways to prepare include:
By taking these extra steps prior to the meeting, you will be set and prepared to have the conversation when the time is right.
Next, let’s talk about how creating a positive environment can have an impact on the outcome of the discussion.
Fostering a positive environment where employees feel heard and valued is vital to ensuring the effectiveness of your performance conversation.
To improve the likelihood of conversation success, you will want to establish an environment that:
Implementing these tips, the employee on the receiving end of the conversation is more likely to approach these discussions with openness and a willingness to grow professionally. At the end of the day, performance management is all about conversations.
You’ve prepped for the meeting. You’ve taken the time to create a positive environment. Now, how can you structure the conversation for success?
Here are the top ways to structure the conversation — the right way:
We understand that communicating poor performance can be difficult to do — which is why we wanted to give you a few insider tips to help you out. If you need to communicate poor performance to an employee, consider the following key points:
Using this empathetic and solution-oriented approach, you will cultivate a culture of continuous improvement and will ensure that you aren’t placing blame on the employee you are talking to. Instead, you are just wanting to come to a mutually beneficial conclusion together.
"What if I encounter challenges during the performance conversation?"
While performance conversations can often proceed smoothly, it's important to be prepared for potential challenges that may arise. By anticipating and planning for these obstacles, you can navigate them effectively and ensure a productive discussion.
It's not uncommon for employees to become defensive or resistant when receiving feedback on their performance. To address this, approach the conversation with empathy and understanding.
Listen actively to their concerns and perspectives, validate their emotions, and reiterate your intention to support their growth. Encourage open dialogue and focus on constructive solutions rather than dwelling on blame or criticism.
Emotions can run high during performance conversations, both for the employee and the manager. It's crucial to remain calm, composed, and professional throughout the discussion.
Practice active listening and empathy and strive to create a safe space where both parties feel respected and heard. If emotions escalate, consider taking a brief break to allow for a cooling-off period before resuming the conversation.
Occasionally, performance conversations may involve sensitive or personal matters. In these cases, approach the discussion with tact and sensitivity. Choose your words carefully, focusing on the behavior or performance rather than making personal judgments.
Disagreements or conflicts may arise during performance conversations, particularly if there are differing perspectives or interpretations. Aim for a resolution that aligns with the organization's goals while addressing the concerns of all involved.
As a closing remark, we want to talk about how you can continually support your employee — in post-performance conversations.
It’s no secret that sustained support is crucial for an employee’s professional development. Here are some effective ways to continue supporting your employees:
Following these points, you can promote a work environment that is both supportive and employee-centric.
To draw everything together, establishing an open line of communication with your employees is essential. But it's equally important to transform the performance conversation into a meaningful dialogue rather than a one-sided exchange.
By fostering a sense of collaboration and empowerment, you enable employees to feel heard and valued, while guiding them toward their own conclusions about their performance.
As leaders and managers, it is necessary to apply the strategies discussed today with confidence and empathy.
Embrace the role of a facilitator, creating an environment where employees have the opportunity to contribute their perspectives and take ownership of their professional growth. Doing so will not only foster a culture of continuous improvement but will also set your organization and employees up for success.
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