Posted by Jamie Resker on Mon, Oct 27, 2008 @ 09:21 AM
Development and retention of employees has become an important goal of most HR managers, but success lies in getting managers to address the hard to discuss performance issues with their employees. When these performance issues, which are often behavioral in nature, are addressed with employees instead of being swept under the rug, managers also open up the potential for employee development and improved retention rates. Helping managers identify the one key performance issue, craft the right words for the discussion, and manage the discussion and outcomes is the best strategy for developing and retaining employees.
Excuses and More Excuses
Managers will come up any excuse to rationalize their avoidance of addressing performance issues with employees, particularly those issues related to behavior. When the performance issue revolves around technical job skills, responsibilities and meeting goals, managers are usually very willing to raise, the issue with the employee. But when it comes to issues such as tone, approach, interpersonal skills or motivation the issue is typically avoided because managers are uncomfortable broaching the subject. While this avoidance can cause problems within the organization, i.e. nobody likes working with Sue because she's a jerk, it can also limit employee potential and contribution to the organizational goals. In other words, failure to address an employee performance issue not only does a disservice to the employee and their co-workers, but to the overall performance of the organization.
Result
Letting employee issues slide hurts the employee because the same issue will most likely haunt them from job to job and ultimately the organization loses out on tapping into the full potential of the individual.