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We’ve talked in the past about how to have a performance improvement conversation with an employee. It’s definitely an important conversation. But there’s another performance related conversation that’s equally important – the follow-up meeting afterward.
Performance conversations should end with a date and time for follow-up. The purpose of the conversation is to let the employee know that they’re improving (or not improving) in the area that was previously discussed. If the employee isn’t improving, it’s possible that disciplinary action might be necessary. This is something to discuss with human resources.
Today, I want to focus on the conversation that should happen when the employee’s performance is improving. Managers might be tempted to simply say to themselves, “Hey – performance is better. My work is done.” The reality is … managers who do that are missing out on an opportunity.
First, they’re missing out on an opportunity to tell the employee that they’re doing a good job. And second, they’re missing out on the chance to hear how the employee did it. Understanding how an employee overcame a challenge is valuable information that might be helpful in the future.
Here are some steps for a follow-up performance conversation.
Start by establishing the purpose of the discussion. Managers and employees have many conversations. This should not be added on to a one-on-one meeting or some other discussion. Set aside dedicated time to follow-up regarding the previous performance conversation.
Describe the positive behavior or performance. Tell the employee what you’ve witnessed. I’m not anti “good job” but this is the time to be specific. Employees will appreciate knowing that their manager has been paying attention.
Explain the importance of the behavior. Remind employees why this behavior is important to the team and the organization. I’m sure it was discussed during the original performance conversation, but making the connection between an employee’s work and the organization helps with engagement.
Ask the employee for the reasons for their success. Get the employee to share how they did it – meaning how they improved their performance. It’s possible the manager will learn something new that they might be able to share with others. Or maybe even use when they need to make a change themselves.
Listen actively and empathically. Changing performance isn’t easy. Part of this meeting is to acknowledge the employee’s hard work. Managers should be attentive and listen well. Don’t forget what it was like when you’ve had to work hard to create improvements.
Thank the employee and express your confidence in their continued performance. Wrap up the meeting by thanking the employee for their efforts and encourage them to continue to improve. The manager should let the employee know that they are available to support them.
I’ve said it before – “no news is good news” isn’t a performance management philosophy. When employees are doing good work, managers need to tell them. If the only time managers chat with employees is when they’re doing something wrong, well … employees just won’t want to speak with their manager. Create an environment where positive performance is regularly discussed.
Image captured by Sharlyn Lauby off the coast of Miami, FL
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