You're dealing with a long-term employee's performance problem. How do you navigate this delicate situation?

Yes, communication is key; however, understanding what they’re communicating is far more important. Only then can we curate the programs and support needed. Always remember, a human is not a number.

Trust and Respectfully communicating is the key. In such cases , constructive feedback approach is very important. First of all , the manager needs to have a relationship wherein both can freely talk about the concerns and the employee feels that his/her manager is trustable. And you need to guide the employee by breaking the problem into smaller pieces and get the work done in a manner wherein you are providing learning to employee and not just complaining and insulting him in front of stakeholders.

To address a long-term employee's performance issue, approach the situation with empathy and transparency. Begin by privately discussing the concerns, focusing on specific examples of underperformance. Listen to their perspective to understand any underlying issues. Collaboratively set clear, achievable goals for improvement, offering necessary support or resources. Regularly check in on progress while maintaining a respectful, solutions-oriented approach to foster motivation and long-term growth, rather than immediate discipline.

Navigating a long-term employee performance issue takes a smart and respectful approach. Begin by scheduling a private meeting to share your concerns, concentrating on concrete examples of performance shortcomings without taking them personally. Recognize their achievements over time and convey a genuine wish to see them flourish. Collaborate to uncover the root reasons and develop a clear, practical improvement strategy with measurable goals. Provide assistance, such as training or mentoring, and plan regular follow-ups to monitor progress while maintaining an open channel of communication throughout the process.

When a long-term ee experiences performance issues, care must be given in coaching/counseling. Often, particularly if I have some form of friendship/relationship with him/her, I bring up the reality org existence / job security is becoming increasingly more tenuous. For personal security, remaining current with skill sets is of utmost importance. Depending on how the ee receives & understands that message...I have set up added training to help bring skills up to par. Sometimes older workers don't understand how skills can become dated, in which case I ask them..."if our organization were to be acquired by another & job security would be based on skill strength - who would you retain if you were the acquiring CEO?" Most get the point!

Based on my experience I have seen how important it is to have a clear plan. Also a private setting is crucial to help the employee feel safe and respect their privacy.

1) Set Clear Objectives: Determine what you want to achieve from the discussion. This could be to understand the root cause of the performance issue, to agree on a plan for improvement, or to provide additional support and resources. 2) Prepare Your Points: Outline the specific performance issues you need to address, using the facts and evidence you’ve gathered. Prepare examples that illustrate the problem clearly and objectively.

After gathering all necessary information, crafting a thoughtful plan is crucial. Choose a private, comfortable setting for the conversation to ensure a candid dialogue. Outline key points to address, including specific performance concerns and potential solutions. Prepare to offer support options, such as training or mentoring, to assist the employee. Anticipate various responses and be ready to adapt your approach based on their feedback. A well-structured plan will keep the conversation focused, demonstrating your commitment to resolving the issue and supporting their professional growth, while fostering an environment of constructive feedback and mutual respect.

Initiating dialogue with an employee about performance issues requires a thoughtful and empathetic approach. Start by acknowledging their valuable contributions and expressing genuine appreciation for their service. Transition smoothly into discussing specific performance concerns, ensuring clarity and objectivity in your observations. Approach the conversation with empathy, allowing space for the employee to voice their perspective. Active listening is crucial in uncovering the root causes of the issue. This open dialogue not only fosters mutual understanding but also sets the stage for collaboratively developing effective solutions and supporting their growth.

As we have built a plan to help the employee improve their performance, we need to present it to them. First of all it is important to express our appreciation for their work. Meanwhile we need to have a sincere conversation to try to understand what are the underlying issues that affect their performance. With an open perspective on our side, we can help them implement the plan prepared and set S.M.A.R.T goals.

Initiating dialogue with a long-term employee about a performance problem requires a thoughtful and respectful approach. Begin the conversation by setting a positive and supportive tone. Start with a warm greeting and express appreciation for their contributions and commitment to the organization.

Offering support during a performance discussion with a long-term employee is crucial for fostering improvement and maintaining a positive working relationship. After addressing the performance issues, express your commitment to helping the employee succeed. Start by asking the employee what specific support or resources they believe would be helpful.

Setting clear objectives is essential for addressing performance issues effectively and guiding the employee towards improvement. Start by defining specific, measurable goals that address the performance problems identified. These objectives should be realistic, achievable, and aligned with the employee’s role and responsibilities.