Below is a method for successfully addressing a performance issue with an employee.

• Meet in a private place. Let the person kn
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  Employee performance issues are unavoidable. The key to both addressing them and reducing their reoccurrence is to provide honest and timely feedback.

  This is certainly not a new concept. Unfortunately it is not commonly practiced. There is a simple reason for this, and it’s not because we don’t have the time. I’ve seen managers do almost anything to avoid giving an employee honest, timely feedback. We neglect doing it because it makes us uncomfortable. Being humans, we don’t like confrontation. As managers we swear up and down that it’s not a problem for us, but it is. We don’t like to hurt people’s feelings. Unfortunately, this thinking rewards poor performance, which cheats the company. It also cheats the employees, depriving them of the opportunity to grow and improve.

  While there is no easy way to give negative feedback, it simply must be done if a manager is to be effective. While it does get easier with practice, it will never be an enjoyable activity.

  Below is a method for successfully addressing a performance issue with an employee.

  • Meet in a private place. Let the person kno
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    practiced. There is a simple reason for this, and it’s not because we don’t have the time. I’ve seen managers do almost anything to avoid giving an employee honest, timely feedback. We neglect doing it because it makes us uncomfortable. Being humans, we don’t like confrontation. As managers we swear up and down that it’s not a problem for us, but it is. We don’t like to hurt people’s feelings. Unfortunately, this thinking rewards poor performance, which cheats the company. It also cheats the employees, depriving them of the opportunity to grow and improve.

    While there is no easy way to give negative feedback, it simply must be done if a manager is to be effective. While it does get easier with practice, it will never be an enjoyable activity.

    Below is a method for successfully addressing a performance issue with an employee.

    • Meet in a private place. Let the person kn
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      mfortable. Being humans, we don’t like confrontation. As managers we swear up and down that it’s not a problem for us, but it is. We don’t like to hurt people’s feelings. Unfortunately, this thinking rewards poor performance, which cheats the company. It also cheats the employees, depriving them of the opportunity to grow and improve.

      While there is no easy way to give negative feedback, it simply must be done if a manager is to be effective. While it does get easier with practice, it will never be an enjoyable activity.

      Below is a method for successfully addressing a performance issue with an employee.

      • Meet in a private place. Let the person kn
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        hich cheats the company. It also cheats the employees, depriving them of the opportunity to grow and improve.

        While there is no easy way to give negative feedback, it simply must be done if a manager is to be effective. While it does get easier with practice, it will never be an enjoyable activity.

        Below is a method for successfully addressing a performance issue with an employee.

        • Meet in a private place. Let the person kn
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          hile it does get easier with practice, it will never be an enjoyable activity.

          Below is a method for successfully addressing a performance issue with an employee.

          • Meet in a private place. Let the person know she is a valued employee. Sometimes it’s good to start with a positive comment. Never yell, threaten, or publicly criticize.
          • Respectfully and objectively discuss the gap in performance and the impact on the organization. Do not assume intent. Avoid reacting emotionally.
          • Ask the employee for an explanation. If this is the first time addressing the issue, give her the benefit of the doubt. There may be a valid reason. It may be a skill issue, or there may be some other roadblock. If so, you need to help.
          • Give explicit instructions on how the employee must improve, to include measurable goals (e.g. The error free client report must be delivered by Friday at noon). If you are to assist, explain what you will do by when.
          • Ask the employee to summarize what you’ve asked of her to ensure understanding.
          • Close the meeting by reiterating the employee’s value and providing enc