You're facing performance issues with a remote team member. How can you discreetly address them?
When a remote team member's performance dips, it's important to handle the situation with both discretion and directness. To approach this delicately:
- Schedule a private, virtual meeting to discuss concerns without putting the employee on the spot.
- Set specific, measurable goals for improvement to provide clarity and direction.
- Offer resources or training that might help them overcome obstacles affecting their performance.
How do you handle performance issues in your remote team?
You're facing performance issues with a remote team member. How can you discreetly address them?
When a remote team member's performance dips, it's important to handle the situation with both discretion and directness. To approach this delicately:
- Schedule a private, virtual meeting to discuss concerns without putting the employee on the spot.
- Set specific, measurable goals for improvement to provide clarity and direction.
- Offer resources or training that might help them overcome obstacles affecting their performance.
How do you handle performance issues in your remote team?
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Um Leistungsprobleme im Remote-Team zu l?sen, setze ich auf ein diskretes, virtuelles Gespr?ch, in dem ich klar und offen die Situation anspreche. Ich lege dabei messbare Ziele fest, um Erwartungen und Richtung deutlich zu machen. Zudem biete ich gezielt Unterstützung, etwa durch Ressourcen oder Schulungen, um Hindernisse gemeinsam zu bew?ltigen. So entsteht ein unterstützender Rahmen, der Raum für Weiterentwicklung schafft und zur Leistungssteigerung beitr?gt.
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The best way to handle this situation is to address it privately and ensure everything is recorded if it’s done virtually. I would look at how many times has this person been an issue and what have we done as leaders to help resolve it. If no documented counseling or training has been done, make sure you get it documented so the next time it happens again, you have something to reference back to show that you as a leader have done the proper steps to address that employee.
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Performance issues with a remote team member shouldn't be treated any differently from issues with an in office team member. Assuming expectations were clear: 1. Organise a time to talk to the individual about their performance. Be specific as to the purpose of the conversation and what you would like to achieve. 2. Explain how their performance is not up to an acceptable level and the impact of it. Be specific and factual. Do not beat around the bush. 3. Engage in a coaching styled conversation to understand what is going on and their thoughts around the performance. 4. Help them to define what acceptable performance looks like and get them to explore what they need to do to reach it. 5. Help them to chart a way forward!
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Addressing performance issues with a remote team member requires discretion and empathy. Begin by scheduling a private video call, ensuring a calm and non-judgmental tone. Focus on specific examples of underperformance, using data and metrics to back your observations. Ask about challenges they might be facing and offer support, such as additional resources or training. Reinforce their strengths and set clear, achievable goals for improvement. Follow up regularly to monitor progress while fostering open communication. By addressing the issue early and privately, you maintain the team member’s dignity and encourage positive change.
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If a remote team member isn't performing well, it's important to address the issue privately. Schedule a meeting to discuss your concerns, set clear goals, and offer help if needed. This approach can help improve performance without causing embarrassment.