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Plan:
–Familiarize yourself with most recent Self and Annual Evaluation Forms/Rating.
–Consider objectively whether progress has been made during the preceding six months.
–Contact your HR representative on how to approach the conversation and potential next steps.
•Caution:
–Don’t draw conclusions based on most recent event or on one positive or negative experience.
–If progress hasn’t been made, what could be the reasons?
–Was anything beyond your employee’s control?
•Consider:
–Should performance goals, competencies or development plans be changed?
–Should a formal Performance Improvement Plan be implemented?
–If poor performance has continued, should you discuss consequences?
–Should you wait until the Annual Performance Evaluation (give it six more months) before making these decisions?
•Goal:
–First and foremost: approach all1:1’s with good intent.
–Approach performance issues as development opportunities.
–Facilitate candid two-way dialogue by using Comfort Level Queries process (page10).
–Focus on helping motivate and engage this employee.
•Tools:
–Use the STAR-Talk process (pages8,9) to recognize wins and needed course corrections.
–If performance improved, ask open-ended questions about ‘how’?
–Ask them to share any wins and challenges.
–How can you help them get back on track?
–Do they need any resources?
–Should you schedule weekly1:1 meetings with them?
•Conclude:
–End on an up-lifting, “call-to-action” note.
–Ensure you’re both clear on next steps.
–Summarize the outputs from this meeting and use them to set the stage for the next evaluation conversation.
–Document discussion and next steps.
