By Staff Report
Aug. 31, 2009
• Let the employee know well beforehand that the meeting is coming up and its purpose.
• Make the employee feel at ease.
• Remind the employee of what the goals are. (I presume that they are objectively measurable.)
• Review progress with objective data. You can ask the employee to gather the data and bring it to the meeting.
• Congratulate and encourage the employee on positive achievements.
• Identify areas for improvement.
• Identify roadblocks and actions needed to overcome them.
• Concentrate on the behaviors and targets, not the person’s character.
• Illustrate behaviors (wanted and unwanted) with concrete examples.
• Don’t diminish the importance of the negatives.
• Make it a two-way conversation throughout, often asking for the employee’s view before giving your own.
• Ask for feedback about your own performance as a manager.
• Be mindful of body language and “paralanguage” (how you say it).
• Remember: What you don’t say can be just as important as what you do say.
• Document the outcome and give the employee a copy.
SOURCE: Les Allan, author of From Training to Enhanced Workplace Performance, Melbourne, Australia
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