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Competency-Based Performance Management. Training Refresher Module: Performance Conversations. What characteristics make up a positive performance conversation?. Positive performance conversations. Open Frank Respectful 2-way dialogue (and listening) Productive
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Competency-Based Performance Management Training Refresher Module: Performance Conversations
What characteristics make up a positive performance conversation?
Positive performance conversations • Open • Frank • Respectful • 2-way dialogue (and listening) • Productive • Clear key messages and outcomes Not... • Defensive • One-way • Demoralizing • Defocused • Etc.
Things to consider... Read review and background carefully Note differences and gaps Prepare key messages and any challenging messages Use open-ended questions, create conversation Plan carefully for difficult conversations – environment, documentation, timing, advice required, etc. Remember constructive feedback principles – your objective is for the feedback to be heard and acted on Give the employee time to prepare
Planning performance conversations Environment: • Find a space that is comfortable and neutral to all parties • Ensure the space is quiet and there are no distractions Process: • Begin the conversation with an example of positive performance • Provide a balance of constructive and positive feedback
Planning performance conversations, cont’d Frequency: • Providing feedback often promotes alignment in the assessment of performance between the manager and employee • Promotes familiarity and comfort with the process Timing: • Schedule the meeting in advance • Choose a time that works for both parties • Ensure all parties are emotionally ready
Difficult conversations Act calm: Ensure your demeanor is calm; if you are feeling frustrated, find a safe way to ‘vent’ like writing it down before the meeting so this has been cleared Keep it brief: Try to keep your part brief and concise, and get to the point quickly; the earlier and more the employee talks, the less defensive they will be and the more insight you will get into the root of the problem Establish a dialogue: Try not to follow a prescribed set of questions; build on the responses you are getting. The point is to lead the employee to examine their own behaviour Have an action plan: End the meeting with a solid action plan that all parties agree to and are committed to actively participating in
