Most of us would rather have a root canal (without the Novocain) than give an employee feedback about poor performance, particularly when it relates to a behavior based issue. Yet, we will eagerly discuss or more accurately complain about these issues to colleagues, friends or family. So what stops us from providing feedback to the employee?
Performance Management Blog
How to Handle an Employee Who Denies Responsibility
There are times when information about what someone has said or done gets back to us via a third party. We haven’t observed the event firsthand but we’re pretty sure it could have happened. The conundrum is whether we have a conversation with the person in question or not. We hesitate because in this scenario it would involve having to say where the information originated. So we’d hear something like, “who said that”.
The traditional method of providing constructive criticism/feedback would sound something like this:
Topics: feedback, addressing bad behaviors, Address Performance Issues, managing workplace behavior issues, manager avoiding performance conversations, constructive criticism, improving performance, managing difficult discussions, managing bad employee behaviors, address bad behavior, difficult employees, disruptive behavior, employee performance issue
A performance issues we've all come across is the office gossip. The person who takes on the role of behaving like CNN to make sure everyone else hears the "news". We all have the person or people in the office who spread gossip and thrive on talking about others. This has the effect of making people feel unsafe; will I be the target of gossip next? We also know it wastes time as people become disengaged from the work and focused on the topic of the day. There are usually a handful of people who are the initiators of gossip and the only way to stop it from happening is to address the issue directly with the individual. Here are a few talking points to use when addressing the gossiping employee: