How can you handle conflict and resistance in performance management?

When giving feedback on performance, it's important to focus on the gaps and solutions without making it personal. By changing the language from “You have not done that” to “this has not been delivered” or “timelines were missed,” the feedback becomes less about the individual and more about the work. This approach shifts the focus from personal blame to constructive conversation. This plan should include specific goals, timelines, and resources needed for improvement. Regular reviews will help track progress and make necessary adjustments. This revised version focuses on depersonalizing the feedback and fostering a more collaborative and solution-oriented discussion.

Communication is the best key to handling conflict and resistance, where both parties can elaborate their views and agree on mutual benefits, both parties need to understand the nature of conflict and its consequences.

We could handle conflicts & resistance in performance management by following below mentioned basic points: 1) Involve team member in setting performance objective, ensuring alignment with his/her skills & role. 2)Clearly communicate performance expectations and the rationale behind them to reduce the scope of ambiguity. 3)Provide regular, constructive feedback to guide improvement. 4)Open communication to address concerns and resistance early on.

To handle Conflict and resistance in Performance management. 1.Feedback Acceptance-process by which the employee in an organisation willingly accept the performance related feedback. 2.Performance Outcome -The end result of the individual performance in terms of tangible or intangible form. 3.Procedural Justice -How fairly an organization follow the appraisal procedure to conduct performance appraisal and the employee receive feedback about his performance. 4.Fairness perception -How an employee is treated fairly (when they got the opportunity to express their feelings ) by the supervisor or an organisation 5.Justice perception-Act of judging by the employees about the effectiveness and utility of appraisal process for the organisation.

Establishing clear & realistic goals within the organization ensures alignment of employees with organization's goals. When employees & organization jointly work on the common goals, it improves overall organizational performances. Employees must be provided with the clear Job Description/Targets where it is clearly mentioned what is actually expected from them.

Many times, goal setting is not done collaboratively. While goals are always a top down approach, but building a "buy in" step helps set expectations right. There will always be some bit of resistance in whatever is done, the idea is to minimise it and work on positive feedback out of it.

Your employees are hired by you because during the interview they displayed the skill level that you required for the position. However, every company operates differently. Therefore, you have to establish clear goals and set standards from the very beginning... including the interview. You are then responsible for establishing a relationship with your employees that allows for them to feel safe and confident enough to receive feedback from you. Be honest with your employees, provide feedback often, and create a workplace where they feel safe with you as their leader, therefore lessening the opportunity for conflict. Set clear expectations, communicate on a regular basis, create a safe space, give honest feedback. No surprises.

Effective Communication is key to handle conflict and resistance in performance management 1. Clear Goal & Expectation Settings - real goals - Test them on SMART principles 2. Set review mechanism 3. In review look at the BIG PICTURE....not only talk about the achievement also look at the employee enablement like resources and support 4. Take evidence based approach and avoid bias 5. Give an employee fair chance to improve and support during the improvement process At last always remember that it's easy to drive performance from an existing employees than hiring and training a new one. Replacement is always costly.

To understand the behaviour is itself a challenge , conflict in mind can be coz of the personal issues or the managerial issues . ist we should understand that the human resourse is the ultimate asset of any organization and we should always keep an eye on the employees and always try to figure out the reasons of the conflict , if it is becoz of the personal reasons , the organization should counsel and try to minimize the conflict in mind as it can directly effect the organizational growth & profitability and if it is becoz of the managerial reasons then again its the responsibility of the organization to address the issue . value your employees .

Timely feedback should be happening on a regular basis, constructive and/or positive. When you are meeting with an associate/employee for any formal feedback process such as a scheduled performance appraisal/review - nothing in that feedback should come as a surprise to the associate/employee if the communication lines have been ongoing, particularly as it relates top performance feedback, goals, expectations, etc. Open and regular dialog and ensuring associates/employees feel comfortable asking for additional guidance, direction, support etc. At the end of the day, we all want to be successful, and as leaders it is our responsibility to help others set, reach and understand goals and expectations.

Belated feedback often results in conflicts during Performance evaluation. Sometimes managers fail to provide timely feedback and keep their concerns to the appraisal process. However, performance management is an ongoing process and two-way, open communication should happen throughout the year. This will give both employee & manager a chance to take corrective actions to achieve desired goals.

Feedback is vital throughout the performance management process to build trust and confidence. Constructive feedback helps the individuals to look at their progress as well as to identify their drawbacks. However, the timing is an important element in providing feedback. Timely feedback is essential to make corrective actions also in a timely manner. Constructive feedback from a team leader always encourage team members to focus on their goals. Sandwich method is an ideal way of communicating a negative feedback, without raising any conflicts. Use of proper language, taking adequate time for giving feedback and regular post-follow ups with the team members are some of the factors which may further increase the effectiveness of the feedback.

When giving feedback, I suggest adopting a 'leader as coach' approach. By using coaching techniques like active listening, probing with open-ended and powerful questions, leaders engage in dialogues that transcend mere directives and avoid the ‘sell and tell’ mode. Also, remaining curious while delivering feedback enables managers to embrace openness, support and fostering support within these discussions. Through this approach, leaders empower their direct reports, prompting self-reflection and accountability. Ultimately, feedback sessions rooted in a coaching mindset cultivate collaborative relationships, nurturing professional growth, and strengthening trust and mutual respect.

In my opinion, regular check-ins at intervals with the team will encourage overall good performance instead of a one-off appraisal. Also, feedback time shouldn't be weaponized to get back at a team member. The aim should be to help the team members get better and provide support where necessary. Timely and constructive feedback helps keep the team on track and affects the overall performance.

Managing emotions in an ethical manner during conflict is a leadership trait. Even if the conflict consists of emotions, the most correct way to convey the opinion to the other party is to express the opinion with patience!

In order for managers to handle well employee conversations they should receive proper training among which coaching, emotional intelligence, performance biases and leadership. Managers should show empathy, provide support and remain objective.

Dealing with conflict and resistance can be emotionally challenging. Employee may experience feelings like frustration, defensiveness, or anger in such situations. The advice provided underscores the importance of being aware of and managing these emotions. Employees would likely find value in techniques that promote respectful communication, such as using calm language and non-verbal cues, as well as validating their emotions without necessarily agreeing with them. These approaches can help employees feel heard and supported, making it easier to navigate conflicts and resistance in a more productive and less emotionally taxing manner.

Performance Management is a process and conflicts and resistance come in when the employes were not involved in this process. The best way to handle is to allow the supervisors and supervisees be part of the whole process starting with performance planning up to the last step. Employees will feel happy, and conflict and resistance will not be there since the whole process is owned by themselves.

Encourage your team to work together to learn more about the change and how it will affect them. Give them the time and freedom to explore the new change. Encourage them to take training to learn more about the change. Celebrate small wins as you transition through change. If a certain situation is making you angry, take a deep breath, drink a glass of water, try to maintain your calm, and if possible try to step away from the situation in some pretext or the other. Going outside for few minutes, taking a walk during the difficult situation may be another solution.

To effectively manage conflict and resistance in performance management, it's essential to provide timely feedback based on each employee's KPIs. By maintaining open communication lines and providing regular updates on performance, goals, and expectations. Encourage a transparent workplace atmosphere where employees feel at ease asking for guidance, direction, and support in their roles. As leaders, our responsibility is to help individuals understand their goals and expectations, enabling them to be successful. Utilizing Key Result Areas (KRAs) and Key Performance Indicators (KPIs) can serve as effective tools in addressing conflict and resistance in performance management.

The solution to conflict doesn't mean a perfect conclusion for the situation. Sometimes it may occur again so evaluating the situation and following up and ongoing feedback can be the best way to prevent it.

An employee evaluation, also known as a performance review, is a periodic appraisal of an employee's performance by their manager. It's an opportunity to assess the employee's progress, praise their accomplishments, and collaborate on goals to improve performance and help achieve company objectives. Performance reviews and follow-ups give your employees a chance to assess their strengths, wins, and development. If such a time is not set aside, it can be difficult to track individual progress and discuss team dynamics.

As a Hr Professional best way to handle conflict and resistance in performance management are: Communication: Ensure employees understand the performance management process and criteria, fostering open and transparent dialogue. Active Listening: Listen attentively to employee concerns and ask open-ended questions to grasp their perspective. Feedback Training: Provide feedback skills training to improve communication and understanding between managers and employees. Documentation: Thoroughly document all performance-related discussions and actions to resolve disputes and protect the organization. Flexibility Resolution: Be adaptable, seek consensus, and use mediation or escalation processes to address conflicts and resistance effectively.

The final step in handling conflict and resistance in performance management is crucial for a sense of fairness and personal growth. Employees would appreciate ongoing feedback and recognition as it helps them gauge their progress and contributions. The opportunity to review and adjust goals and standards when necessary ensures that expectations remain realistic and achievable. Overall, this step can contribute to a more supportive and effective performance management process, aligning with the needs and goals of employees.

It's your damn job, so just do it :) Being able to deliver great work was absolutely on top of the list of things appreciated by top performers. In Deloitte f.e. it was: - “My co-workers are committed to doing quality work” - “The mission of my company inspires me” - “I have the chance to use my strengths everyday” Accepting poor performance and not acting on it is sometimes harmful to the whole team or even a company. On the contrary, it's rewarding and inspiring to stay among top people.

Conflict and Resistance is an inevitable part of Performance Management System. While appraising individual performances in a team, in order to avoid conflict and resistance, setting clear goals-short term and long term, followed by review and feedback is important. Different type of teams demand different strategy for performance appraisal. In a team with high likelihood of conflicts, team leaders should ensure proper communication and clear goal setting with regular feedbacks in order to avoid future conflicts and resistance.

To handle conflict and resistance in performance management, foster open communication channels where employees feel heard and valued. Address concerns promptly, providing constructive feedback and guidance. Implement fair and transparent performance evaluation processes, emphasizing collaboration and goal alignment. Encourage a culture of continuous improvement, where feedback is seen as an opportunity for growth rather than criticism. Tailor coaching and development plans to individual needs, promoting mutual understanding and resolution of conflicts.

Where conflict arises during a performance review, genuinely consider and value the feedback provided by the employee. Reflect on whether your evaluation has been impartial and reality based. Don't hesitate to step back from the conversation to consider the employee's perspective. Verify information sources, reassess and make any necessary revisions before meeting again with the staff member. If you've adjusted the performance rating, explain the reasons behind the change. If the rating remains, explain the reasons for this decision and provide constructive guidance on what the employee can do to improve their performance. Foster open communication and clarity that promotes a collaborative working relationship.

Organisation should change appraisal cycle. Instead of quarterly or yearly, performance feedback should be share monthly. Employee and manager should have regular communication on the performance and expectations which can avoid the conflict. Timely feedback will always avoid the conflict and can help to set the goals as well. Manager will also get a chance to identify the abilities of the employee.