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10th May 2013 From India, Delhi
a) Before you call employee for counselling or for giving feedback, study the records of his poor performance or attendance. Find out whether any pattern emerges. Is the employee too senior to you? Do not give feedback to senior employees. You can delegate this task upwards. However, you may attend such meeting for taking notes.
b) When you call employee, make sure that he does not have any pressing responsibilities of his work. Otherwise he will not listen attentively. Inform to the manager of that employee that he will be with you for some 15-30 minutes.
c) Do not call employee during lunch break.
d) Keep evidence of his poor performance or late attendance at hand. Keep the list of the questions ready at hand. However, do not look frequently at them.
e) Tell him clearly why you have called him. Assign the timing for this meeting. Do not make a start on informal note by asking questions on family or cricket etc. Ask the employee to comment on his performance as well as attendance.
f) Ask supporting questions but it should not be interrogation like police. Avoid digression of any kind. Do not discuss other workplace issues. Do not pass your judgements. Just note them down.
g) If the employee passes on blame to the situational factors like not having tools to perform his job, lack of support from manager etc. ask for the evidence. He may cite family issues for his poor performance but then tell him to keep personal and professional matters independent of each other.
h) Obtain agreement for the improvement. Give rough outline of the consequences if the improvement does not happen.
i) Take notes as the discussion progresses. Ask the employee also to take the notes
j) Summarise before conclusion of the meeting. Ask him whether he wants to say anything more. Make sure that he leaves meeting venue in the motivated state.
k) Make a record of the meeting in the "Employee Counselling Register". Tell employee to come to HR department before he leaves his workplace. Let him read the contents of the register and sign it.
l) The point (k) may sound old or outdated however, records are absolutely necessary. This is the first part of progressive discipline.
m) Inform your GM or VP about this counselling and take his/her signature. Discuss whether any counselling is required to the manager of the employee.
n) Arrange meeting with the Manager of the employee in the presence of GM and VP. Make notes and later on sent e-mail on what was transpired in the meeting.
Hope the above point satisfies you. The above procedure has worked very well for me in the past. Hope it will work for you also.
Lastly, once you give the feedback and complete the entire procedure, please share experience with us.
All the best!
Dinesh V Divekar
10th May 2013 From India, Bangalore
You can warn him initially in a smoother way. If there is no change in his behavior you can go for a serious warning. If the employee behaves in the same way again then you can take a disciplinary action against him. Below specified is a draft copy of initial warning issued to the employee.
We have received a complaint on you that in spite of several verbal warnings issued by your Reporting head, you are still late to office. I request you to be on time to office from tomorrow. As the tardiness seriously affects your performance, please do consider this issue as a serious one.You are being given an opportunity to correct yourself. This memo is not to limelight you, but as a part of this organization, we expect you to understand the rules and policies of the organization and work accordingly. in case you do not show any improvement we will have no alternative but to take a serious view of your action.
Thanks & Regards.
10th May 2013 From India, Hyderabad
Feedback is an essential part of management and one of the keys to improving performance. In todayís business world, it has become one of the most important functions of being a Line or HR manager. But there is a right way and a wrong way to give it. Perhaps pondering over the following, youíll be able to give feedback that works every time.
There can be only one reason for giving someone feedback and thatís to help them learn, develop, and grow. Give feedback for the right reasons.
Own your feedback. Take responsibility for the views you give.
Make it clear that they are only your views and the person may not necessarily agree with them. What you are offering are suggestions for helping people do better, not universal truths. If the motives are not to be helpful, then donít give feedback.
Remember, most people appreciate suggestions about what they can do better.
On in-time arrival, I believe it would be best to let the line manager/supervisor to handle the feedback and provide information to HR on irregularity so that HR can find out in a one-to-one with the concerned employee as to what are the reason that cause this problem. It would be nice to seek a joint solution rather that showing the rule. This can be corrected with empathy.
Now on to performance which is rather more challenging as it is an observation over a period of time. Good or bad a 'feedback is essential.' This is purely from my experiences on performance.
Choose an appropriate moment. You can give feedback at any time but there are some times when it works better than others. Donít put the employee down. Praise the worker, criticize the work or action. Focus on behavior. When you focus on observable behavior, people are always more receptive to feedback. Take care though to balance your feedback. Feedback on good as well as poor performance You donít have to wait until someone is performing badly to give feedback. You can feed back when you see someone doing something you like and would like to see more of just as much as feeding back on things you didnít like and think they should change. There is always a danger in giving unremittingly positive or unremittingly negative feedback. The first may lead to complacency on the part of the person; the second to gloom. Instead, balance your feedback with a mix of positive feedback (behavior that you liked and want to see more of) and constructive feedback (behavior that you want to see less of).
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12th May 2013 From India, Hyderabad