None of us like delivering bad news but it is part of performance management.
Irrespective of the subject matter – poor performance, disciplinary, dismissal, redundancy or even why an employee didn’t achieve the pay rise or promotion they wanted, it’s one of the downsides of management and performance management.
But if you prepare and handle it well, you can reduce the risk of losing good people or creating poor morale.
What should you do to prepare?
- Book an office so the conversation can remain confidential and not be overheard
- Plan sufficient time in your diary, and agree a convenient time with the employee concerned
- Gather your facts – make sure you have evidence to back up what you want to say
- Create an agenda for the meeting – this is so you know the order you need to go through and make sure you don’t forget anything
- Be clear about next steps – you don’t want to be floundering at the end of the conversation
- Ensure the room is appropriately prepared – water, tissues, the seating is right. We’ve all seen the films where the “victim” is blinded by bright sunlight and instantly on the back foot – don’t do this to your employee
Having done the preparation, how should you handle the meeting?
- Stick to the facts – don’t get distracted with irrelevant issues, or allow the employee to side track you
- Don’t get personal – focus on the employee in the workplace, not personality traits
- Allow the employee the opportunity to respond and ask questions
- Be considerate in your delivery – sometimes when we have to do something we are uncomfortable with we take on a slightly aggressive approach. Whilst this is not uncommon, it’s counter-productive and unfair. Think about how you would feel to be on the receiving end of the message you’re delivering.
- Don’t lose your cool – even if the employee gets angry
- Give your employee a chance to compose themselves before returning to their desk