The following Employment practice note provides comprehensive and up to date legal information covering:
An informal performance management meeting can usefully be divided into two phases:
explaining in discussion with the employee what the gap is between his actual performance and the performance that is expected of him, and then establishing what the reasons are for this under-performance
agreeing ideas on how to eliminate that gap
For further information, see Advising managers: management of under-performers.
While there will be a requirement for the manager to give a certain amount of feedback (see Feedback, below), the most powerful tool to use during the meeting is effective questioning. The manager may be very aware of the issues, but it is important that the employee also recognises what the issues are and the reasons behind them.
For example, in a meeting addressing poor skills in written communications, some of the following questions might be useful:
how would you describe your writing skills?
do you enjoy writing letters and emails?
do you feel you have an acceptable level of attention to detail?
what issues have recently arisen with regard to letters and emails you’ve produced?
has there been a pattern of similar problems with letters and emails you’ve written?
how do you think other people view your writing skills?
how important do you think good writing skills are?
does the quality of the letters and
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