Benefits:

• Catches slippage in performance before it causes lasting harm
• Addresses the problem while maintaining the dignity of the employee
• Sets up the situation for corrective discipline, if ultimately required
• Builds your credibility and respect among staff
• Reinforces a culture of solid performance in your unit
  

Set clear expectations at the beginning of the year.

For this approach to work, you must first have established with the employee–and received his (or her) agreement about–what is expected from him in his job. This sets the benchmark against which you will compare actual performance during the year.

Be certain of your own “spirit of intent” before confronting.

If the employee’s performance falls well below your expectations, you may be frustrated and angry with him. Don’t approach him if, truth be told, your real goal is revenge or punishment. Delay the conversation until your purpose is only to turn around his performance and see him succeed in the job.

State specifically what you have observed and wait for the response.

Point out unmet quantifiable results or less-than-acceptable behavior. Offer specific examples and metrics, where possible. Take full responsibility for your observations and perceptions, using the pronoun “I.” Wait for a response, allowing a long silence, if necessary.

Remind them of the performance standards or goals.

Refer back to the standards and goals he accepted earlier in the year or when the particular task at-hand was assigned. Restate your expectation that he achieve this agreed-upon level of performance. Only if this is a recurring performance problem should you bring up the subject of consequences for non-compliance.

Refocus the discussion on the future.

Once you have described his performance shortfall, shift the time frame forward and talk about what it will look like when he is performing satisfactorily or behaving effectively. Express your confidence in his ability to achieve this.

Ask for a plan to rectify the situation.

If the performance shortall is serious or recurring, you may have to impose an action plan. It is almost always more effective, however, to get the employee to come up with the plan. Insist on clear steps with specific timeframes and measurable outcomes. If targeted training is needed, include it in the plan.

Monitor the course of action agreed upon.

Confirm his commitment to the plan. Then, as closely or loosely as the situation calls for, check in periodically to see that he is carrying it out and that the performance gap is being closed. Acknowledge progress and his sincere effort, as you observe it.