Communicate 11 tips for poor performance 

Every human resource professional HR And managers have to have a tough talk with employees about their performance . Sometimes in the context of annual assessments . At other times , This may be the last warning before dismissal . however , Whenever there is a discussion , Careful planning is necessary . otherwise , May say the wrong thing or do the wrong thing , Difficult conversations can quickly turn into difficult litigation . Here you are 11 A hint , To help eliminate some of the pain and risks of these closed door meetings .

Catalog
1 1. Don't delay
2 2. Avoid chatting
3 3. Record... In writing
4 4. Provide examples
5 5. Avoid focusing on intention
6 6. Stay away from “ Why? ？
7 7. No excuses
8 8. Pay attention to the code words
9 9. Avoid absolutization
10 10. Listen for
11 11. Clarify expectations

1. Don't delay
   It is understandable that , Many of us put off uncomfortable confrontations . But when we procrastinate , Employees may have realized that performance discussions are ongoing , And may use this to your advantage . for example , The employee may consult a lawyer and claim a legal error , Participate in protected activities , Or take a protected vacation .

When that happens , They put you in a difficult position . This is because when you finally have a difficult conversation you've been putting off for a long time , There may be retaliation .

Procrastination only gives employees the ability to pre empt attacks . If you have to postpone the discussion , Please record the conversation , When to proceed , And why you have to wait to talk at that particular time .

2. Avoid chatting
   People often try to break the deadlock by chatting at the beginning of difficult conversations . It's understandable , But there's a problem . With “ How did your daughter recover from the operation ？” As the beginning , There won't be any good results . Well intentioned though , But this problem may lead to 《 American Disability Act 》（ADA） Discrimination claims filed .

Respect each other , But don't use gossip to prevaricate problems . Acknowledge immediately that this will be a difficult conversation about serious performance issues .

3. Record... In writing
   Ideally , You should prepare two documents before meeting with employees . The first is to list the main points of the conversation for yourself ; The second is a document for employees .

Consider putting the memo... At the beginning of the meeting （ Or evaluate ） Give it to employees , Give him or her a short time to review . After all , you （ hope ） It has taken quite a long time to write it , So before you start talking about the situation , Give employees some time to digest it .

4. Provide examples
   Of course , You should roughly determine where the employee's performance is inadequate , For example, in terms of customer service . However , If there is no more information , This general statement does not provide any guidance . In the event of a claim , Nor can they provide much support to employers .

Provide some specific behavior examples , Explain when the employee did not achieve the goal . If you describe only a small part of many such events , Please specify .

5. Avoid focusing on intention
   When an employee fails to achieve the expected performance , Employers may feel disappointed or even angry . You may want to say ,” You don't care “ or “ You don't work hard ”. It's not wise , There are many reasons .

First , Intention is largely irrelevant . The problem is the result .

second , You can't prove your intention . The employee has the upper hand in proving how hard he or she works .

Last , By accusing intention , You're unconsciously attacking employees . When attacked , Employees will fight back .

6. Stay away from “ Why? ？
   The key is , Managers should not ask or guess whether there is a physical or emotional condition or work / Performance management... Leads to life problems . for example , If you ask an employee if he or she has depression , The employee may answer ：” We don't have it now . Now I have a basis 《 Americans with Disabilities Act 》 Claims for perceived disability ”.

That doesn't mean you shouldn't try to help . Just don't guess why you're underperforming .

You can say a lot of supportive words , for example ：” We hope you can succeed . Is there anything we can help ？”

If the employee mentions disability 、 Condition or religious belief , You have to start an interactive conversation .

7. No excuses
   No employer is perfect , Sometimes the failure of employees is due to organizational reasons . If that's the case , The employee should not be held accountable .

However , Managers often say things like this ：” This may be our fault , Or it could be your fault ”, Just to soften the blow .

This sentence will make you regret . in fact , In a case I dealt with many years ago , An employee used similar statements from his employer as evidence , It proved to be the fault of the organization, not the fault of the workers , And the reason for firing the employee is an excuse .

Unless you're responsible , Otherwise, don't take responsibility .

8. Pay attention to the code words
   Of course , Before having a difficult conversation , You need to make sure there's no bias . However , Even if the employer has a legitimate reason to complain , Sometimes words used by individuals may imply discrimination .

for example , Label an employee with “ Too emotional “ With another employee “ Too rigid “ There may be something wrong with your label ？ If you guess, it may be gender and age discrimination , You are right .

In the first case , An employee yelled , Then she didn't meet her deadline . In the second example , The man refused to do what was asked of him .

These actions are unacceptable , But these labels show bias .

9. Avoid absolutization
   I remember hearing in law school “ Always avoid forever , Never say never ”. This is because absolute things can be absolutely attacked .

Just one example of the opposite , Your statement is no longer accurate , Evidence that could be an excuse . That's what I'm saying . You're exaggerating , Try “ Grasp “ The employee , Because he or she is [ Fill in the protected category ].

In difficult discussions , Better say “ Almost always “ or “ Hardly any ”.

10. Listen for
    Give employees a chance to talk . Sometimes , Employees have a reasonable point of view , Or maybe provide clues , Explain why he or she is underperforming . This may lead to an improved roadmap .

As important as what the employee says is what he or she doesn't say . If a person doesn't say anything , Later, it was claimed that he or she was denied the required convenience , Then the previous silence may help the employer defend itself in the employee's subsequent litigation .

11. Clarify expectations
    Yes , You need to clarify what the problem is . But you must also clarify what your expectations for the future are .

Set specific goals , And talk about when you will meet to discuss these issues – And then do .

remember , The main purpose of difficult discussions is not to create a sound record . That's a secondary purpose .

contrary , Your primary goal is to enable employees to make the necessary improvements , So that he or she and the organization can succeed .

If you want to have a one-on-one performance interview with employees , Please use Tita Continuous performance management , We go through 「 Talk one on one 」 It provides you with online recording and coaching ability , Help enterprises complete the meeting invitation and content record of the interview .

Communicate poor performance 11 A hint 

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