When an Employee Isn’t Meeting Expectations
Reviewing the performance of an employee who isn’t meeting expectations is high stakes for both sides. But these challenging moments can also offer opportunities to strengthen the manager-employee relationship. Here’s how to make it a constructive conversation.
Set the stage for collaboration. Start by defining what success looks like and ensure it’s a shared goal. Begin with: “Let’s have an open dialogue. My goal is to give clear feedback, get on the same page, and support your development.”
Reflect on the past. Encourage your direct report to assess their past performance by asking: “How do you feel you’ve met your goals? What’s working well and what isn’t? What would you like to improve on or do differently?”?
Provide constructive feedback. Be clear and specific with examples. Gather insights from multiple stakeholders to ensure fairness. Approach with empathy, avoid judgment, and create space for them to share their perspective.
Offer positive reinforcement. Highlight their strengths and show belief in their ability to improve and achieve their goals. Emphasize growth and development over criticism.
Set an actionable path forward and reset expectations. Ask forward-looking questions like, “How would you handle a situation if…?” to foster a mindset geared toward future improvement. And clearly reset expectations. Ask: “What actions are needed to meet our new standards? How can I support you as we work toward these goals?”
Read the article: “How to Talk to an Employee Who Isn’t Meeting Expectations,” by Jenny Fernandez
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2 个月I wonder when does the manager decide to "set the stage for collaboration" and to "reflect" on the past? The latter implies bi-yearly performance evaluations where assessments follow what seem to be a formulaic approach to 'remembering', when that's pretty difficult if you're working in a frenetic environment or either side didn't keep such great records. Interestingly, I'm in the middle of reading Ashley Goodall's book "The Problem with Change". He provides evidence of the value of weekly check-ins that are not assessments, ratings, or long-term goals. Rather, it's a regular ongoing conversation about work that needs to get done and how both manager and employee work together towards those goals. Also, from my experience, many employees come into an organization without receiving the relevant support they need to thrive. While this includes support from co-workers and one's boss, it also means access to knowledge and learning that is directly related to their work. It can be a pretty 'fuzzy' experience without understanding the nature of one's work and how it fits into the whole. At the same time, I have seen how much leaders want to make this a better experience for employees but lack the time and resources to do it well.
GABRTEACH/ GABR-BEHAVE- GABRWORKS- Leadership Development/Writer/ Education /Professional Development/ Workforce Development/Behavior Intervention
7 个月Are performance reviews a waste of time? Read more https://www.dhirubhai.net/pulse/performance-reviews-intimidating-productive-exercise-futility-tony-gjyvc/?trackingId=JuxjOJnrEjMUjNKsveP7jw%3D%3D
To ensure employee success, it's crucial that feedback is delivered regularly. Setting clear goals at the outset is essential, but it’s equally important to provide ongoing support and guidance. Managers should actively help employees break down their goals into specific, manageable steps, enabling visible progress on a weekly basis. This continuous feedback loop not only keeps employees on track but also fosters growth and improvement, preventing issues from accumulating over several months.
Lead IT and Business Analysis at Alian?a Seguros
8 个月Another point worth mentioning is the importance of giving honest and assertive feedback promptly. Providing feedback too late may prevent the employee from adjusting their behavior or methodology to succeed.
Practice Development Manager at St Vincent's Private Hospital
8 个月People won’t speak up unless they feel safe doing so.