courtesy of Kashan Ikram
The dialogue that makes performance management simpler…
Effective coaching and regular and timely feedback can address best the run-of-the-mill performance issues. But what if the performance problem is chronic or controversial? In such cases, the typical approach to remedying performance issues might prove ineffective. However, what can work is the 'Problem Solving Dialogue Model'. Recommended by quite a few experts, this approach can address performance issues that are beyond the usual skills-will gaps. Also, what makes this approach more appealing is the fact that it succeeds in isolating and addressing the problem behavior and not the problem employee.
Done differently
The Problem Solving Dialogue Model encourages performance managers to enter a dialogue with employees with an objective of solving their performance problems. The philosophy backing this model is that encouraging employees to identify and solve their own problems by talking about it will increase the possibility of correcting performance. However, problem-solving dialogues can be tricky.
Most managers fear upsetting employees and like to avoid confrontational situations. Moreover, performance problems could not be corrected using feedback and coaching makes the job even more challenging. But it does not have to be this way. Problem -solving dialogues can be well conducted if managers were to keep the following considerations in mind:
· It is not a confrontation where accusations have to fly back and forth
· It is not personal, only the behavior needs to be in focus and not the employee
· Every employee, irrespective of what his performance scores are should be treated with respect and dignity
Rolling out the dialogue
Performance managers must analyze the problem behavior before hand and come up with a set of viable solutions to prepare ground for the dialogue. This is a prudent move since most employees, despite their active involvement, find problem -solving difficult. Therefore, managers who do their homework will waste less time suggesting the right way out.
Here are a few tips on how managers can prepare for problem-solving dialogues:
ü Be focused: A problem-solving dialogue has only one purpose - discussing performance problems. Therefore, unlike other conversations there is no compulsion to begin with small talk. Managers must also avoid using this conversation to discuss other issues unless of course they are related directly. Keeping the entire conversation pivoted to performance talk also conveys how serious the organization is about addressing it. Some managers fear that being direct might hurt an employee, but focusing on the problem behavior and not getting personal should take care of that concern.
In addition to being direct, managers must also be specific. For instance, they can begin the conversation with saying, "Let us talk about the deadline that you missed...", "It is time we discussed your production figures...". However, the employee must, at all times, feel assured that the intention of the conversation is to resolve the issue on hand and not to play the blame game!
ü Defining the problem: Soon after opening the conversation, the next few sentences should spell out the actual concern. The best way to define the performance problem is to cite concrete examples or state observed behaviors. For instance, if tardiness is the issue then a copy of the roster should be shared with the employee. Also, a part of defining the problem is to make the employee aware of how his behavior affects his colleagues and the bottom line.
ü Create buy-in: This step is to ensure that the employee understands that there is a tangible problem and is aware of the extent to which his performance behavior impacts others. Experts recommend looking for some kind of verbal or non-verbal agreement. Resolving the problem becomes easier the minute an employee agrees that his behavior is indeed an issue.
ü Suggest solutions: It is at this stage that the manager begins to suggest solutions. Asking employees for their inputs is definitely a good idea for they are then more likely to follow through. However, as mentioned above, managers must have their own ideas in place. Also, employee suggestions must match the organization’s requirements and standards. In suggesting solutions, essential elements include the action steps, the timeframe, the consequences of either following or falling back on the plan and the review schedule.
ü Addressing apprehensions: The last part of the conversation should be a question- answer session where the employee is encouraged to clear his apprehensions. Also, in summarizing, the manager should do a quick evaluation of how well the employee has understood the solution. The conversation should of course end with the employee committing to implement the solution. At this stage, the manager must declare his confidence in the employee and leave feeling good about the entire conversation.
Addressing chronic and controversial performance problems need not be a Goliath to fear. It can actually be as easy as sitting an employee down to a discussion.
Thanks & regards,
Yours in HR
Kashan Akram
