10. Dealing With Emotional Behavior

Dealing With Emotional Behavior

Planning Questions:

• What specific kinds of emotional behavior are you likely to encounter on the job?
• How are you likely to react?
• How can you cope with your reactions and respond most constructively?

Key Actions:

1. Calmly acknowledge the emotional behavior.
2. Describe the impact the emotional behavior is having on you and on the discussion.
3. Determine if it's possible to continue the discussion constructively.
4. Propose an approach for jointly refocusing on the work issue.
5. Express support and reassurance.

9. Recognizing Positive Results

Recognizing Positive Results

Planning Questions

• What specific action have you recently observed that deserves recognition? (Where appropriate include who, what, when, where, or how much.)
• Why is this action important to recognize?

Key Actions

1. Describe the results you are recognizing as specifically and immediately as possible.
2. State why these results deserve your personal appreciation.
3. Close by reaffirming your recognition and continuing support.

8. The Performance Appraisal Interview

The Performance Appraisal Interview

1. Seek the employee's opinion of his/her overall performance since the last appraisal.


2. Give recognition for accomplishments since the last appraisal.


3. Specify one or two areas where performance might be improved, then ask for confirmation and suggestions.


4. Summarize overall performance to put things in perspective.


5. End on an encouraging note.

The contents of a performance review should never be a surprise to the employee at the time the review is given. The performance review is merely the formal documentation of the prior period's performance and justification for any salary adjustments that might be taking place, or not taking place. If you have multiple employees, reviews should address similar categories of concern for similar positions.

Any positive performances during the period should have been acknowledged at the time they occurred, with a note or letter of commendation placed in the employee's file at that time. Any negative issues should also have been acknowledged at the time they occurred, with appropriate levels of disciplinary action (coaching, retraining, written warning, performance improvement plan, etc.) documented at the time they occurred, and copies placed in the employee's file. Written warnings and PIPs should have been signed by the employee at the time they were given.

Goals for the next period should also be included in the review and in harmony with the direction of the company. They should be Specific, Measurable, Attainable, Realistic and Timely. These are known as SMART goals.

When it's time to write the performance review, you'll have the employee's file to refer to for justification of the comments you are entering on the review. If you've done your job throughout the period, the review should be an easy one to write. But above all, when it is given, it should not be a surprise to the associate. Be firm, be fair, and be consistent. You might also want to have another manager review it for objectivity in the event of a negative review.

7. Disciplinary Action

Disciplinary Action

1. State the problem and refer to your previous discussion.
2. Ask for any reasons for the lack of change.
3. Describe the disciplinary action you're going to take and why you're taking it.
4. Outline specific steps to solve the problem.
5. Assure the employee of your interest and support.

6. Correcting Problem Behavior

Correcting Problem Behavior

1. Calmly identify the problem, explain why it concerns you, and express your desire for change.
2. Seek out and listen to the employee's reasons for this behavior.
3. Ask for the employee's ideas for solving the problem.
4. Offer your help as the employee's supervisor.
5. Agree on an action plan and set date to review progress.

5. Improving Employee Performance

Improving Employee Performance

1. Set up a problem-solving meeting with the employee to discuss the performance problem that concerns you.
2. Stay positive and friendly, actively seeking and listening to your employee's ideas during your discussion.
3. Agree on the specific actions that each of you will take.
4. Set a specific follow-up date to check on progress.

4. THe Work Progress Interview

The Work Progress Interview

1. Set a time in advance of the meeting and explain its purpose.
   
2. Ask for and listen to the employee's evaluation of progress.
   
3. Give positive feedback on areas where progress has been made, giving specific examples.
   
4. Focus on solving key problems and reviewing priorities.
   
5. End the meeting with an agreement on what the present status of the work is and specific goals for the future.

3. Setting Job Standards

Setting Job Standards

1. Explain job importance.
2. Establish job standards.
3. Set job priorities.
4. Set a date for an early progress review.

2. The Hiring Interview

The Hiring Interview

1. Build a friendly atmosphere.
2. Ask open-ended questions, digging deeper when you need more information.
3. Sell your company and the job if you think the applicant is right for the job.
4. End on a positive note with a specific follow-up action.

1. Constructive Feedback

Leadership

Giving Constructive Feedback

1. State the constructive purpose of your feedback.
2. Describe specifically what you have observed.
3. Describe your reactions.
4. Give the other person an opportunity to respond.
5. Offer specific suggestions.
6. Summarize and express your support.

Planning Questions

• What is the purpose in giving this feedback?
• What specific actions do you want to reinforce or correct?
• What are the consequences of these actions?
• What are your reactions?
• What suggestions might be helpful?