What is the best way to handle an employee who becomes defensive during a performance review?

1. Stay Calm and Composed 2. Choose the Right Setting 3. Start with Positive Feedback 4. Use "I" Statements 5. Provide Specific Examples 6. Ask Open-Ended Questions 7. Listen Actively 8. Empathize and Validate 9. Avoid Blame or Accusations 10. Focus on Behavior, Not Personality 11. Set Clear Expectations 12. Offer Support and Resources 13. Agree on Action Steps 14. Follow Up Regularly 15. Document the Discussion Remember, the goal of a performance review is not to confront or criticize but to facilitate growth and improvement. By approaching the situation with empathy, clear communication, and a focus on collaboration, you can turn a defensive response into a constructive dialogue for positive change.

Conduct the performance review in a confidential environment to ensure the employee feels more comfortable Highlight that the review is about specific performance issues Encourage the employee to self-assess before you share your evaluation Practice active listening, Use open-ended questions, and provide specific examples of performance that led to the evaluation. This can help you gain a better understanding of their perspective. Provide a roadmap for how the employee can address the identified issues and suggestions for improvement. Clearly communicate improvement expectations and set a timeline for follow-up discussions. Schedule follow-up meetings to track progress, this demonstrates the commitment to the employee's professional growth.

Acknowledge their emotions and let them know you understand that performance reviews can be stressful. Show empathy and assure them that this is a conversation aimed at mutual growth. Secondly, keep the discussion focused on behaviors and outcomes rather than personal traits. The goal is not to win an argument but to foster improvement and a positive work environment. Therefore, being patient, empathetic, and solution-oriented can help.

- Stay Calm and Neutral - Active Listening - Validate their feelings - Focus on behavior rather than on personality - Express a desire for improvement - Offer support and resources - Highlight positive points - Clarify expectations - Ask open-ended questions - Follow up

Information shared during performance reviews should never be a surprise. If you are actively coaching throughout the year, it becomes very easy to reference specific data points you’ve discussed previously. Communication is key to a successful performance review process. When you are able to state “as you recall, we discussed my concerns during our conversation regarding …” you are able to keep things relevant and build on their performance going forward. Treating performance reviews like an annual recap as opposed to a one time conversation creates a positive experience for both of you and builds the culture of trust so many employees crave!

Listening is the main factor here. There are many instances where the reviewer wants to inform & not listen to the reviewee. Listen, make notes & then proceed further in the conversation. Taking notes also helps at a later stage when you are monitoring the progress. The review, whether good or bad, should be an eye-opener for both the employee & the HR where a common ground is found.

Active listening is key in these type of situations. Already from the start when confronted with such a discussion people can become defensive. Being fully present for them in a non judgmental way, using open ended questions to understand their perspective, showing empathy and curiosity to their point of view may change the entire atmosphere. The performance review is still there but at least their is a constructive and honest conversation that can lead to better results in the future, not just informing about someone's performance. Using a coaching model, like the GROW model, after building raport with active listening can help move the employee forward, change the situation for the better and bring back a sense of control for them.

All people want is to be heard first. So listen patiently and make notes and then present facts that prove otherwise and ask for data if the person feels something was overlooked. There are times some things are missed too so be open and listen to collaborate. Some people are just not open to feedback but barring them rest of the people just need to Be provided time and facts to digest that feedback.

Presenting facts and evidences will help handeling the situation for which supervisors also need to prepare precise notes on his subordinates performance

Listen and note the pointers raised by the employee. We have to analyse if the issues raised are employee specific or generic. If it is employee specific, then we have to provide positive and factual suggestions making s/he realise that their concerns are heard, addressed and resolved. If it is generic, then we have to analyze the pointers in depth and come to a constructive resolution with no such repetition in the future.

Facts are hard to refute. When doing coaching, it is best to first state the facts, if feasible have visuals (maybe pull up a report straight from a system/source of data), lay them down, and then point out where the opportunities are AFTER discussing the numbers.

The rule of thumb and basics in my experience is to be prepared, have your notes, and be empathetic while staying objective. It is important to be specific when providing examples and to use "I" statements to avoid making accusations. Instead of saying "You do or don't do XYZ", it's better to say "I observed you did XYZ". It is also important to actively listen and seek to understand the person's opinion. Once you understand their perspective, work collaboratively with them to set goals, offer support, and give them space to process the information and follow-up.

There are two ways. Corrective action ... substantial data driven discussion Preventive action... clear delivery expectations based on data and formulated standards on GTG (Gap to Goal) way in advance If it's a cognitive behavior issue. Though can be translated in binary language to make it data oriented. Coaching is the way to go. (Not feedback) Some Examples... Write it on a paper. I am late at work and I am fine with this. (This is called seeding self realization) There are next level of coaching interventions Where an employee being late everyday calculate the impact on business (COH, cost of an hour) Hp

Start with the icebreaker of a breakeven point of professional and personal life. Make sure you make the person comfortable before you starts with the facts. Start with the positive factors and then move to the improvement part and then at last the negative ones with a positive motivation.

The moot point here is no data / instance can be a surprise. Performance feedback should be articulated with shortfall & possible corrective steps to be taken. This crucial step can’t be put off during the review time but should be ongoing. Such feedback is best shared real time instead of post facto. Important here is the solution part (which could / should have been done)

Feedback is a key to improvement, feedbacks make us perform better by making us aware about our shortcomings and learn new skills or behavior for adapting to latest trends, feedback can impact both positively and negatively, therfore we must make sure to think and check on our feedbacks as it can make or break a person emotionally, mentally and physically at workplace. Similarly the other person should also take feedbacks as reminders to do better than yesterday and should not take it personally "THINK BEFORE YOU ACT" ??

Being aware of your biases is very helpful in preparing to give balanced feedback. Employee are less likely to be defensive if they think you are being fair. Its good advice to do a quick and candid refresher on biases as part of feedback preparation Recency bias is one of the common ones that skews feedback , as it is possible to lose sight of an overall performance which has been mainly positive and instead focus on issues that recently appeared . Other biases to watch: Horn Effect: Allowing one negative trait to influence the overall evaluation. Leniency/Strictness Bias: Tendency to consistently rate all employees as high or low performers. Similar-to-Me Bias: Preferring employees with similar backgrounds or characteristics

Balanced feedback is key: Start with praise, address improvement areas with support, and close on a positive note. This builds confidence and clarity.

Handling defensiveness during performance reviews has been a learning curve in my HR journey. The key lies in providing balanced feedback, which means highlighting areas for improvement and recognizing and appreciating the employee’s strengths and contributions. The goal is to ensure the employee feels valued and understood, not just critiqued. I approach these conversations with a mindset of development rather than judgment. By constructively framing feedback, focusing on specific examples and potential growth paths, it becomes easier to defuse defensiveness and turn the review into a productive dialogue. This balanced approach fosters a more open and receptive atmosphere conducive to mutual understanding and professional growth.

La méthode du sandwich (+ - +) à fait ses preuves dans le passé, toutefois j'ai un petit bémol avec cette fa?on de faire. Les gestionnaires moins expérimenté pourrait avoir tendance à noyer le message constructif par trop de message positif. Selon moi, il est primordial de jouer franc jeu. Tout ce dit, mais il faut savoir amener les choses de la bonne fa?on. Soyez clair et précis, ayez des faits pour appuyer vos dire et surtout ne soyez pas accusateur. Amenez l'employé, par des questions ouvertes, à dire de lui-même l'élément à corriger, mais surtout à trouver des solutions pour y palier.

Employee engaged is employee productive and hence need to convince the employee of the fact that organisation needs him/her and seek his agreement to continued contribution and commitment. However it needs to be backed up with a scope for improvement checklist which are his /her lacunae in a positive reinforcing way.

Navigating defensiveness in performance reviews has taught me the value of seeking agreement and commitment. In these discussions, I strive to transform the review from a directive session into a collaborative dialogue. It involves jointly identifying areas for improvement and setting achievable goals. By involving the employee in creating their own development plan, I’ve found that it fosters a sense of ownership and responsibility towards their performance. This method encourages a more positive and proactive response rather than a defensive one. Seeking agreement and commitment is not just about getting on the same page; it’s about building a roadmap for success together.

Involving the employee in the feedback process and seeking their input encourages ownership and commitment to the improvement plan.

Soyez rusé! Si vous réussissez à faire en sorte que l'employé trouve lui-même les solutions pour corriger ses points à améliorer, il sera beaucoup plus enclin à respecter ses engagements et à atteindre les objectifs que vous aurez fixé ensemble.

After giving your feedback, ask the employee if they agree with your assessment and if they have any questions or concerns. If there are any disagreements, try to resolve them calmly and respectfully. Then, work with the employee to create an action plan for improvement, with clear and realistic goals, timelines, and measures. Ask the employee to commit to the plan and to follow up with you regularly on their progress.

Follow up is important to check how the progress is happening & whether there is any correction is needed. Having a periodic review (1 month, quarterly) & then annual review helps. By having a frequent interaction, we can ensure that the employee is involved & knows where he stands in terms of the parameters set for the performance

Discuss how you can support their development through training, mentoring, or additional resources that will assist them in meeting performance expectations. Remember, each individual is unique, so tailor your approach based on their personality and communication style while keeping fairness in mind across all employees in similar situations.

Regular follow-ups, ongoing feedback, and recognition demonstrate ongoing support and help the employee stay on track with their development goals. Make employees feel valued regardless of the result.

Sometimes it's not that easy to remember following up on commitments, a good practice would be, once we have the performance review, we can set up 1:1 meetings in our calendars, to make a proper follow-up and let our teams know that we care about what they're doing, and during this sessions, if they need our support, we need to be there for them.

Follow-up, continuous support, help and understanding of their personal circumstances. Sometimes people go through difficult situations and if the person appears defensive, they have probably lost confidence and/or motivation and HR can try to rebuild or offer alternatives to improve.

Handling defensive behavior during a performance review requires a delicate balance of empathy, effective communication, and constructive feedback. By setting the right tone, actively listening, providing specific examples, asking open-ended questions, offering constructive feedback, and fostering a growth mindset, both the employee and the organization can benefit from a positive and productive performance review experience. Remember, the ultimate goal is to support employee growth and development, leading to a more successful and harmonious work environment.

1. Giving feedback at regular intervals with clear and specific examples (backed with data and instances of behaviour) is a sureshot way to avoid surprises. The absence of regular feedback makes it difficult . 2.further, the person could be prompted to consider their ability to 'give and receive feedback' and if needed they could enroll themselves in a training program.

A performance review should be a "review" and no items should be a surprise or something that is being discussed for the first time. If it has already been discussed at a previous date it can be a referenced with a discussion around if it has improved or still needs work etc.

The aim is to foster a supportive environment for growth and development while addressing performance concerns "constructively". 1. Encouraging self-reflection: Guiding the employee to reflect on their performance encouraging them to evaluate their actions and offer suggestions for improvement. 2. Collaborative problem-solving: Shifting the conversation from blame to problem-solving. Engaging in finding solutions and strategies to overcome challenges or performance gaps is very helpful. 3. Being empathetic: Empathy is not agreeing with the employee's perspective entirely, but rather understanding and acknowledging their feelings and thoughts. When they feel understood and valued, they are more likely to be open to feedback and guidance.

If performance planning is conducted at the beginning of each year and the employee knows what he/she is being appraised on then there should be no defensive reactions. The plan must be agreed to by both parties and agreement reached in terms of what support and asistance will be given by the manager.