As with coaching, it is just as critical to realize the person you are talking to. The outcome will be a lot far more important if the discussion is tailored to the individual. Even a lot more important though is understanding your employee’s capacity to get criticism. Some men and women welcome criticism openly, as they understand it is only developed to enhance efficiency. Regrettably, most people just do not like getting told that they are not doing some thing properly.
When counseling an employee, it is extremely crucial to convey that you are basically attempting to right or improve a behavior or an action, you are not attacking them as a person in any way. The simplest way to achieve this is to simply go over just the action in question. It is very best to steer clear of using directed words like “you”, or stating other personnel opinions about the action, since that makes the conversation about the employee and not the behavior.
It is considerably easier to counsel an employee on an action than a behavior without producing it sound like an attack.
Right here is an example of effective coaching for the behavior of an employee that can not show up to operate on time. (we all have these!!):
Manager-“Sally, I was going via our time-clocks last week and saw that you weren’t able to make it on time for three of your shifts. Is every thing OK?”
Sally- “Well, you have me scheduled at 3:00, and I get out of school at two:30, so occasionally it is extremely challenging to get here on time.
Manager-“OK, I comprehend. The availability I have on file for you tells me that you can work beginning at 3:00. I write my schedules according to what I have. However, I also have to schedule breaks or even interviews around my floor coverage. Last week, the assistant manager had to remain late twice to cover the breaks that ran late on those days.”
Sally-“Yeah, I am quite sorry. I did not recognize that obtaining here a couple of minutes late truly changed anything. Is it possible for me to change my availability? I know I will never be late if I am scheduled at three:30 or even 4:00.”
Manager-“OK. We can change your availability. Now, I noticed you had been top rated sales final week….feel you can do it again?!”
Sally-“Absolutely, I already have a client coming in for a large sale later today!”
Manager-“Great! Thanks for sitting down with me, I am glad every thing is OK.”
This manager did a very good job of keeping the conversation about the lateness and not about the employee. It was good that they began by giving the employee an chance to clarify the behavior. They explained the consequences of the behavior, and also gave the employee an solution to appropriate the behavior. As always, you ought to thank the employee for taking the time to talk with you, and whenever possible, finish on a positive note. Probabilities are this employee left the conversation feeling a little relieved that they don’t have to rush so considerably, and that you are effortless to talk to.
Tip- I let all employees know when they start that I am a huge advocate of coaching and counseling. I let them know they will get both positive and unfavorable feedback whenever necessary. At that time I clarify to them, that no matter what kind of feedback I give, it is about their efficiency only and in no way individual. Personnel do not like surprises, if you do this and actually give consistent coaching and counseling you will have a really efficient and loyal team!