Employee thinks annual performance rating is too low
- Make sure the employee has a chance to feel fully heard: listen to his/her objections and paraphrase (without agreement).
- Clarify the goals, expectations, and performance that led to the rating.
- Cite specific examples as needed.
- Focus on ensuring the employee understands the rating – not on gaining agreement.
- Convey the specific changes the employee would need to make in order to receive a higher rating next year.{/accordian]
- Ask open-ended questions to draw the employee out, such as:
- What ideas do you have?
- Tell me more about that…
- How will this enhance your success?
- Why do you feel this is the best approach?
- What are the benefits and risks of this idea?
- What challenges do you face?
- What else might you do?
- Can you give me an example of what you mean?
- Why do you think this is important?
- Give the employee time to think, rather than filling in every moment with talking .
Not delivering results
- Make sure the employee understands the exact gap between desired and actual performance.
- Listen for new information — be open to issues that you can address to help the employee improve performance.
- Make sure the employee has the time, tools, equipment, authority, training and support to do the job.
- Set realistic improvement goals.
- Discuss the situation with your HR Division Partner.
Lack of innovation and originality
- Clarify expectations.
- Hold brainstorming meetings, inviting employees to work together to generate ideas.
- Follow up on ideas with the group and individuals to encourage further exploration.
- Focus on the learning points of failed ideas, rather than blame.
Isolated performance issue
- Narrow the issue to the specific problem or concern.
- Write down the behaviors/issues that concern you.
- Track the frequency and identify the impact.
- Determine whether the employee has a logical reason for the issue.
- Provide specific feedback to the employee using behavioral examples to illustrate the desired performance.
- Avoid judgmental words and phrases like “weakness” or “problem”; instead, present this as an opportunity for development.
- Discuss the situation with your HR Division Partner.
Disengaged in work
- Identify specifically how the lack of engagement impacts the employee’s performance.
- Clarify the consequences of continued performance issues.
- Explore with the employee the reasons for his/her lack of engagement.
- Address any issues the employee raises if possible; be honest if you cannot address them.
- Establish short-term goals with a high probability of success.
- Reinforce desired behaviors and effort.
Lack of skills or experience
- Identify development resources to address the employee’s needs, including on-the-job experiences .
- Suggest appropriate experiences, explaining how they would be relevant to the employee’s work or development goals.
- Suggest the employee seek a coach or mentor to explore ideas/resources for development.
- Be open to the employee’s response, and work together to agree on relevant experiences.
- Follow up with the employee to obtain feedback on skills and knowledge acquired.
- If needed, adjust the employee’s assignments so that he/she has the opportunity to apply the new skills and knowledge.
Supervisor does not oversee employee’s day-to-day work
Use these tips when you want to take a more collaborative approach to the conversation because you are not specialized in the employee’s field, have more of a collegial relationship with the employee, or the employee is matrixed to a partner project or group.
- Convey that the conversation is an opportunity to acknowledge the employee’s contributions and brainstorm together about any challenges.
- Discuss any new division or group strategies or discoveries that might influence or change the employee’s goals.
- Ask scientists such questions as:
- What have been your most important research findings?
- Where have you secured new or extended funding?
- Who are you creating new collaborations with?
- What qualities do you bring that have contributed to your accomplishments?
- What feedback have you received on your publications and talks?
- What proposals are you working on?
- What challenges are you experiencing?
- Ask non-scientists such questions as:
- What have been your most important accomplishments?
- Have you worked on any Laboratory process improvement efforts or committees?
- Have you received any awards, obtained speaking engagements, written articles or made any other professional or community service contributions?
- What qualities do you bring that have contributed to your accomplishments?
- What feedback have you received on your work?
- What challenges are you experiencing?
