Fundamentals of Human Resource Management 6th Edition by Raymond Noe, John Hollenbeck, Barry Gerhart,Patrick Wright

Exercise 14

Discussing Employee Performance
Employees and managers often dread feedback sessions, because they expect some level of criticism, and criticism feels uncomfortable. However, there are ways to structure communication about employee performance so that it feels more constructive. Here are some ideas for talking about employee performance in a way that comes across as clear, honest, and fair:
• Use specific, concrete examples. Statements about "attitude" or "commitment" require some mind-reading, and employees may feel misunderstood. In contrast, references to specific accomplishments and examples of behavior are more neutral. Even if the supervisor is concerned about attitude, talking about behaviors can open a discussion of the real changes that might be needed: "Several customers commented that you seemed angry when you spoke to them. Let's talk about what's happening in those conversations so you can find a way to come across to customers as pleasant."
• Listen as well as talk. Especially when the reviewer is nervous, the instinct is to fill up the interview time with comments. However, this interview is a valuable opportunity for the supervisor to learn about the employee's expectations and hopes for learning and advancement. Also, ahead of the meeting, invite the employee to bring a list of his or her proudest moments. Open the meeting by inviting the employee to talk about the items on the list.
• Be honest. If performance is not acceptable, don't pretend that it is. Pretending is disrespectful of the employee and could get the organization in legal trouble if the employee is later let go and believes the company discriminated. If the employee asks a question and the supervisor is unsure of the answer, honesty is again the wisest course. Guessing at an answer related to an employee's future is another way to create problems for the organization, as well as for the supervisor's relationship with the employee.
• Be positive. Within the limits of honesty, express yourself as positively as you can. Instead of negative expressions like "You shouldn't," use positive language such as "What if we tried." Make eye contact, and use a pleasant tone of voice. Also, recognize that most employers expect their employees to handle heavy workloads. Especially if employees are shouldering extra duties, take time to thank them.
• Prepare for success. Look forward to the future as well as backward at past performance. For areas where you expect a change in performance, help the employee arrive at a plan for how to make that change. Furthermore, either take time to discuss goals for career development or plan a time to do so.
If you were conducting a feedback session with an employee who reports to you, which of these guidelines would require you to prepare ahead of time Which are skills you already have