SUCCESSFUL
CONVERSATIONS WITH
YOUR EMPLOYEES –
HELPING YOUR STAFF THRIVE
THROUGH EFFECTIVE
PERFORMANCE MANAGEMENT
BUDGET- 18.4 BILLION IN PAYROLL
OPERATING REVENUES- $26.7 BILLION
EVERYTHING ELSE
PAYROLL*
*Wages, benefits & pension
PERFORMANCE MANAGEMENT =
EMPLOYEE ENGAGEMENT
7 out of 10 employees
are not actively engaged
when managers don’t hold
them accountable for
performance
Gallop.com
3x When managers
regularly meet with
employees about
performance, employees’
engagement triples
Gallop.com
What is Successful
Performance Management?
Employees who have regular and meaningful
performance management discussions with
their managers are more productive and have
more opportunities to do challenging work and
learn new skills
Performance Management is a key
responsibility for managers. There should be no
surprises – employees should know how they
are doing every day
Set clear expectations
Training/professional development
Regular effective communication
Regular ‘check-in’s
Reward/Acknowledge
Listen
EMPLOYEE ENGAGEMENT 6
PROBLEMS USUALLY START SMALL…
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ATTENDANCE
PERFORMANCE
CONDUCT
THREE TYPES OF EMPLOYEE PROBLEMS
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ATTENDANCE
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PERFORMANCE
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CONDUCT
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COMMUNICATION IS KEY!
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WHAT’S IN IT FOR ME?
Effective, proactive Feedback and Coaching
will:
Reduce your time and effort spent on
disciplinary issues and negative feedback
Create less stress and fewer surprises during
performance evaluation time
Foster an environment of problem solving, new
ideas, & professional development
Create confidence in delegating tasks
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FEEDBACK (RETROSPECTIVE)
AND COACHING (FORWARD LOOKING)…..
Addresses poor performance and assists in
performance improvement
Reinforces appropriate behavior
Reinforces performance planning and achievement
of goals
Builds skills and independence
Helps employees know their contributions are
recognized and acknowledged
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FEEDBACK SHOULD BE….
Timely and in an appropriate
environment
Very specific and descriptive
Objective
Provided on a regular basis
Based on observed behavior
Don’t forget the positive!
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Positive feedback is more than just “good job!”
- Be specific
- Identify how behavior positively impacted you or the
team/organization
- Express gratitude and encourage more of the behavior in the
future
- Look for opportunities to praise each member of your team
POSITIVE FEEDBACK
“Monica, yesterday’s department colloquium was well done.
The faculty arrived on time and we did not have any technical
glitches with the laptops or slideshows like we have in years past.
Your planning efforts gave me peace of mind and allowed the
team to focus on our regular day-to-day tasks. Thanks for
ensuring that everything went smoothly. Keep up the good work
and I look forward to working with you on our next department
event.”
PRAISING MONICA
FEEDBACK SHOULD NOT BE….
Based on personal feelings
Vague and/or general
Judgmental and subjective
Given in public, if there is a
performance gap
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SMALL GROUP REVIEW: BOB’S STORY
BOB’S STORY:
You are the manager of a mid-sized academic
department. Bob has been working at the front desk
for nearly 2 years. You have noticed he seems
checked out lately. The department chair came to
you a few months ago to tell you that she received a
complaint from a student about Bob being rude, but
you were busy with a major project deadline and
you did not speak with him. Recently, you overheard
Bob tell students he doesn’t like his job. You have
also seen several students walk into the department
and Bob did not greet them – the students had to
initiate the interaction each time. You are
concerned about Bob’s change in behavior.
TIPS FOR SUCCESSFUL COACHING
CONVERSATIONS
COACHING CONVERSATIONS
SHOULD NOT BE….
Feedback only
Trying to “fix” an employee’s personality
- Focus instead on habits and behaviors
Life counseling
Micro-managing
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BUILD UP
Incidents start to bother you, leading to
a tipping point.
TIP: Lower your tipping point so you
take action sooner
REFLECTION
Reflect on your assumptions beliefs about
the person/situation
Action:
Get clear on your goal
Take responsibility for your role
Explore triggers – fight or flight
CONVERSATION
Nine components of a successful
conversation
1. Invitation
2. Opening
3. Taking Responsibility
CONVERSATION
4. Sharing your goal
5. Sharing your experience
- focus on the facts
6. Inviting their perceptions – time for active
listening!
Listen for the content of the message
Listen for the feelings of the speaker
Listen without making judgment
Ask open ended questions - what is their take?
Paraphrase and reflect back to the speaker what you
think you are hearing
TIPS FOR ACTIVE LISTENING
CONVERSATION
7. Getting on the same page
8. Co-creating a solution
9. Closing
EMPLOYEE RESPONSES:
WATCH OUT FOR SIDETRACKING!
“What problem?”
“Why are you making such a
big deal?”
“You never told me that!”
“Alice comes in late too!”
“Hey! Get off my back!”
Silent Treatment
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ADDITIONAL CONVERSATION TIPS
Be empathetic, supportive and exploratory
Share your thoughts, feelings and rationale on the topic.
Reschedule if you find you or your employee get triggered.
Propose alternative solutions and suggestions for improvement
Ask the employee for suggestions and encourage involvement
Employees who feel valued are
more willing to:
Share responsibility
Accept challenges
Adapt to change
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OPENING – REMEMBER BOB?
Not Good Good
I observed today that
Everyone thinks your
you told three students
attitude is abysmal
that you do not like
You need a class on your job
Making Friends and
Influencing People I observed on three
occasions that you did
Shape up or ship out not greet students
when they walked in
the door
What would you say to Bob after your Opening?
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AN EXAMPLE FOR BOB
Feedback
I observed on three occasions that you did not
greet students who walked into the department
Sample Coaching Openings
Our mission is to provide a positive experience to all
of our students.
What steps can you take to ensure that students are
acknowledged and greeted when they enter the
department?
What ideas do you have to help you greet students in a
more positive manner?
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FOLLOW THROUGH
Create an action plan
- How to measure progress
- Follow-up meetings
- Course corrections if things go off track
IF IT’S NOT GETTING BETTER...
If I keep doing
what I’m doing,
I’ll keep getting
what I’m getting.
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Corrective Action
Progressive Discipline
MANAGEMENT INTERVENTION
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GOAL OF CORRECTIVE ACTION:
CORRECTING THE PROBLEM
Informal meeting/communication
Clear directives/instructions
Verbal Warning
Letter of Expectation
Letter of Concern or Counseling Memo
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PROGRESSIVE DISCIPLINE
MUST CONSULT EMPLOYEE & LABOR RELATIONS
Letter(s) of Warning
Suspension
(Without pay)
Termination
KEY TAKEAWAYS
Give regular feedback to employees – no surprises
Adjust your tipping point – address problems early
Engagein timely conversations with employees who are not
meeting your expectations
Keep your goal in mind
Active listening
Follow through
Reward and celebrate success
CAMPUS RESOURCES
ACADEMIC & STAFF ASSISTANCE PROGRAM
Counseling & referral assistance for staff and faculty
Confidential, cost-free setting.
Provides high quality consultation, counseling, psychological wellness
training, and violence prevention & mitigation services.
Monday-Friday 8:00 a.m. - 5:00 p.m.
805.893.3318 or submit the Contact Us form.
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OFFICE OF THE OMBUDS
Call x3285 for more information
https://ombuds.ucsb.edu/
THANK YOU!
