04 Jan 09

HANDLING EMPLOYEE REACTIONS - Passive Reactions

When raising a performance problem with an employee you do not always get an open/accepting response.

Here are some tips for handling passive reactions.

The passive person can be quiet, withdrawn, disinterested and/or silently defiant. The person is simply passive.

You should:

• Be patient – slow the conversation down.
• Use silence – allow space for a response.
• Ask a variety of questions – closed questions to get the person talking.
• Use follow-up and probing questions.
• Paraphrase.
• Show empathy.

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28 Dec 08

HANDLING EMPLOYEE REACTIONS - Evasive Reactions

When raising a performance problem with an employee you do not always get an open/accepting response.

Here are some tips for handling an evasive employee reaction.

In this response the person accepts the existence of a problem but doesn’t accept their responsibility for causing or resolving the matter. The person could be described as a ‘wriggler’.

You should:

• Use an assertive tone of voice, lower your tone, speak clearly and deliberately.
• Use direct eye contact.
• Use open, probing questions to identify the real problem versus excuses.
• Paraphrase.
• Be patient – ask “What are you going to do about it?”
• Stick to the issue – “I need to know what you are going to do about….”
• Develop action plans over tight time-frames.

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21 Dec 08

DESCRIBING PERFORMANCE MEASURES

A performance measure is a written statement, agreed with an employee, which expresses in a specific way the standard of performance which will be considered effective by the manager. Use the following three types of measures to ensure clarity and measurability.

Quantifiable Measures

· Use numbers, %, deadlines, statistics etc, spell out the precise numeric standard you wish to see attained.

Behavioural Measures

· Describe the behaviour of someone else who does this part of the job well.
· Describe the behaviour you wish to see/hear your employee demonstrate.
· Describe what you do no want to see/hear the person do.
· Describe the aspect of the job done badly – then reverse the description.

Third Party Feedback Measures

· Describe the feedback you want to receive from the relevant third party.

i.e. Identify who will be the judge(s) of the person’s performance in the area concerned, and describe the feedback you want to receive from them.

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