How to Talk to Employees With Bad Performance Reviews

Aim to motivate, support and build confidence.

Dealing with an employee’s poor performance is an essential part of any manager’s role. Handling it effectively in the least stressful manner is a key management skill. Poor performance handled badly generates more poor performance.

Instructions

1. Gather factual evidence about the employee’s performance, both positive and negative.

2. Arrange a meeting with the employee, setting aside an hour. Be fairly matter-of-fact with the employee to avoid undue stress beforehand.

3. Choose a quiet and private room where you won’t be disturbed and reserve it if required. The room should be comfortable in terms of lighting, heating and ventilation. Arrange for the telephone to be diverted and hang a “meeting in progress” notice up.

4. Keep your body language open and non-threatening. Ideally, do not sit across a desk or table, as it may act as a psychological barrier. Both parties should have a notepad and pen in order to take notes.

5. Make sure the conversation is a dialogue and listen carefully. If the employee is upset then accept his response and show understanding.

6. “Establish the gap.” Show the employee your evidence and ensure he fully understands exactly where he falls short of expectations.

7. Maintain open, honest and frank dialogue. The employee needs to understand the situation fully and decide for himself how to progress so he needs all the information available, even if it may be hurtful. Tact and diplomacy are very important. If the employee becomes upset or angry you must remain calm, in control and empathic. Stick to facts and performance only. Avoid personal comments.

8. Focus on positive aspects of the employee’s performance as well as negative. Strike a balance between serious and encouraging. It is important the employee is aware that lack of improvement may result in him losing his job, but also that he can turn his performance around.

9. Ask the employee why his performance is poor, how he plans to improve and what support he needs from you – coaching, mentoring, training, counseling or resources, for example. Take all suggestions seriously but when you decline a suggestion, explain why.

10. Investigate the possibilities of hidden issues causing apparent incompetence such as bullying, ill health, personal problems, fear of failure, lack of confidence or job mismatch. If these are apparent, offer practical and emotion support but do not let them become excuses.

11. Draw up a verbally agreed action plan including performance targets and the support you will give. Targets must be SMART -- specific, measurable, achievable, realistic and timed.

12. Obtain the employee’s written agreement to the plan with both your signatures. You must stick to your agreement by keeping subsequent appointments, ensuring the support you offered is available and following through on agreed penalties for further poor performance.

13. Keep your notes of the meeting in a confidential file.

14. Follow up with short weekly meetings to monitor progress and adjust the plan if required until performance is acceptable. Keep detailed records throughout the process and maintain confidentiality.

References

• “Managing Performance Problems”; Rita McGee; 2008