HR Solutions Weblog

Today I thought we would talk about the Conversation of Performance Reviews!  They come around every year and if you have a plan for the discussion, it should be a positive interaction.  Here are some key points:

• Make this conversation useful – it is an opportunity for your employee to grow
• Be honest, but kind – remember, if you are not being honest with the employee you are not helping anyone. Remind them that the honesty is to help them grow.
• Be specific!
  • Example:  Don’t say “you are not meeting production goals”, instead say “our production goals are 130 units per day, you are doing 98 – What do you think you could do to improve that number?”
  • Make sure you discuss how you will help the employee improve and specifically how often you will meet to discuss progress.
• Be sure to have the above specific conversations about the whole year, not just what they need to improve from the past few weeks or months.
• Focus on behavior and results.
• Give the employee time to absorb your comments and then to comment.
• Don’t allow the employee to bring other employee’s into the conversation, remind them you are there to discuss their specific performance.
• Be sure to end the conversation with positive re-enforcement on the things they are doing well.
• Set up a specific time and date within 30 days to review the progress.

Things to avoid:

• Hostile Questions “Why did you do that?” Ask behavioral type questions.
• Doing all the talking.  Allow the employee time to talk about specific points.
• Don’t interrupt the employee

Having the conversation with a Gossiping Employee.  First and foremost, it is important to note:  If you don’t address these workers, your best people will leave. Gossipers are poison to an environment and will scare other employees with their falsehoods.

Manager hate having these conversation the  most, I’m not sure why, as these are the employees most likely have the worst impact on morale and productivity. 

• Gossipers – Be sure to have a policy that states this behavior will not be tolerated and treat it as a disciplinary issue.
• Be sure to reinforce this policy in groups, so everyone hears the same message – give examples of how disruptive and hurtful gossip can be to co-workers.
• Ensure you're giving solid, clear communications about the work place.  Gossip starts because employees are not given enough information to make clear decisions.  If your organization is going through a rough financial patch, have open group conversations; ask the employees what ideas they have to cut costs.