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Performance review discussions ought not to be so difficult. The relationship between manager and employee is clearly defined. Objectives, standards required and action plans are usually in place. So why is it so difficult? Why does it so often end in argument and conflict? Much of it is due to the way in which the facts of the matter are mishandled. Avoid these four common mistakes, and you will find you do not need to dread performance appraisal discussions nearly so much in future. 1. Do not present your own opinions and feelings as if they are facts. When you say: Your performance is very poor, you are offering an opinion. The phrase, very poor, is not a fact. If you said: You have missed three of your last four deadlines, you would be stating a fact. We also present feelings disguised as facts as in: Well, the fact is, I think! In spite of the wording, the statement that follows will not be a fact; it will describe how you feel. Statements like these cause an employee to feel accused and blamed. Worse, you have given no description of a behaviour that the person can recognise and work on improving. A conversation that starts off like this quickly develops into disagreement, as manager and employee offer their respective opinions ever more strongly, but without solid facts as evidence. Avoid the problem by preparing for a performance appraisal carefully. Identify the facts on which your opinion of the performance is based. When you start the discussion, present them up front. Be clear, specific and accurate. If you can support your facts with documentation, do so. 2. Do not load the facts with emotional baggage Facts are facts, that is until you feel strongly about something and your emotions take over. You can prepare your facts and choose your words carefully, intending to describe exactly how an employee has performed. But when you are angry or upset about the situation, the tone, pitch and loudness of your voice all give away your true intent; which is to accuse or blame. When you point your finger, raise your eyebrows and frown, you obviously add to the effect. As the employee hears it, the supposedly open discussion about performance feels like an attack and the only sensible response is to counter attack. You have not started a conversation. You have provoked a street fight! The best way to avoid reviewing performance when your emotions are running high is to speak up as soon as you are aware of a problem, and before you start to feel strongly and accusingly about it. 3. Do not generalize and exaggerate You say: You are always late. What you should say is: You have been twenty minutes late, two mornings this week. Words such as always, never and everybody, are almost certain to be inaccurate generalisations. They almost always sound accusing. People cannot help reacting defensively to them. Remember that in a performance appraisal you are trying to help an employee improve performance. If someone feels attacked and accused, you will not achieve your objective. 4. Present only facts that support your case Offer only enough facts to support your view of performance. More than this will sound accusing. In preparing for a performance appraisal interview, select the best facts you have that justify your views or your assessment. It helps prevent argument when an employee can see how you arrived at your opinion, even if they do not agree with it. There are performance appraisal topics that will always be difficult to handle, and many people who will be volatile and defensive. Getting your facts straight before you start and using them properly in the interview, helps you reach agreement more easily and avoids destructive argument.
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