Something we keep circling back to in our community discussions is managers who avoid performance management because of the potential of an awkward conversation 🤔 But, as Emma King reminded us when she was our podcast guest, you can be a lovely person and still give constructive feedback!
In this post we take a look at five conversations that new, inexperienced and ‘accidental’ managers might avoid, and how to fill them with more confidence to take them on.
How to address an awkward performance conversation
As Tom Blake wisely said on our recent Performance Management Myths webinar, there are three important things to remember before embarking upon a potentially difficult discussion with a team member:
👉 Name it – “This might feel awkward because I’ve got some feedback might be out of the norm of our usual conversations.” Is a good way to start to set boundaries.
👉 Make it timely – It’s harder to deliver feedback from 12 months ago! Here is where HR can make the task easier by providing a system and process to maintain up-to-date interactions on performance.
👉 Remember performance management is a support mechanism – Managers should know they can go into any conversation to be a sounding board and to offer support. They don’t need to have all the answers.
What conversations might managers avoid?
Potentially awkward conversations that managers tend to avoid include:
1. Addressing poor performance
- Why is the conversation needed? To provide constructive feedback and highlight areas for improvement.
- Why might managers avoid it? They may perceive a risk of confrontation or a potentially emotional reaction. There might also be a fear of damaging employee engagement and undermining an otherwise harmonious manager/ employee relationship.
- What should managers cover? Managers should be in a position to name specific examples of performance issues. It’s important that this is timely and that managers have the confidence and supporting evidence to address issues before they build into something bigger. Managers should provide suggestions for improvement and detail any support that will be provided. Try Appraisd’s free template for realignment conversations😊
2. Conversations about promotion and pay rises not being awarded
- Why is the conversation needed? To inform a team member that they will not be receiving a promotion or pay rise.
- Why might managers avoid it? No matter how experienced you are as a manager, managing disappointment is hard. It might be that this is a conversation that has happened before, and perhaps the manager feels under pressure.
- What should managers cover? The most important element is that managers understand the criteria that have been used to determine the decision. That way, they they can stand by decision-making. It requires a transparent and fair performance management process. The conversation will be more fruitful if the manager can also talk about areas for development and future opportunities.
3. Conduct and behavioural issues
- Why is the conversation needed? To address inappropriate or unprofessional behaviour which might be related to discrimination, bias or harassment.
- Why might managers avoid it? It’s tricky to talk about the personal nature of behaviour and there is potential for conflict and emotional sensitivity. If the meeting could lead to a warning or disciplinary action, the stakes are high as there are potential legal implications.
- What should managers cover? Using data from the performance management system, managers should be able to name clear descriptions of the behaviour, its impact on the team or organisation, and the changes the manager expects to see. The manager needs to be mindful of the potential for escalation.
4. Managing personal issues affecting work
- Why is the conversation needed? To discuss personal problems that are impacting an employee's performance or behaviour at work.
- Why might managers avoid it? In some ways, this has become even more difficult since the pandemic and the resulting move to more hybrid working. Managers often have concerns about invading privacy and emotional sensitivity of these types of issue. There is also a careful balance to be struck between empathy and organisational needs.
- What should managers cover? An acknowledgment of the issue and an opportunity for the employee to talk about it. The manager should cover the impact on the work from a team and organisational perspective and any available support or accommodations that can be made.
5. Performance Improvement Plan (PIP)
- Why is the conversation needed? To begin a formal improvement plan for an employee who is consistently underperforming.
- Why might managers avoid it? Potential defensiveness from the team member and the risk of further damaging motivation or adding stress to an employee’s work-life. At this stage, there are high emotional stakes as well as legal considerations.
- What should managers cover? Managers should be in a position to discuss specific performance issues, including examples, and a record of previous conversations on the topic. They should outline expected improvements, a timeline, and support measures that can be provided.
Want some support with getting managers to have the conversation?
Since over 80% of managers are ‘accidental managers’, it’s no surprise that they need extra support to get them feeling confident about having more difficult conversations.
Why not sign up to Appraisd’s free four-week mini course for HR Managers and CHROs that provides everything you need to get accidental managers up, running, and fully engaged in performance management in just 30 days?
Registration is open now 🥳 Learn more or sign up at the link below.
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