Difficult Conversations

Discuss your concerns and observations. When possible, give an example of a recent situation you have witnessed, and explain the perception or impact (such as work on being completed on time). If the employee deflects or claims it is other staff coming to them, redirect them to the behavior they can control. Engage the staff in conversation around how they think they can change the situation, or develop standard responses they can practice when trying to get out of a conversation. Be sure to end the discussion with action steps or an agreement on what needs to occur next.    Read More →

Be specific on what exactly the problem is, what your explicit expectations are, and the impact this problematic behavior might be having on the work environment, patients, clients, co-workers, etc.  Read More →

You can practice with your peers without disclosing names or details. Another option is to set up a time to talk to your ER Analyst, who can role play with you.  Read More →

It depends on the urgency. If it has an impact on client/patient care, address it in the moment, then follow up with their supervisor. If it’s not urgent, it is proper protocol to speak to the supervisor first.  Read More →

Give staff specific examples on the behavior that needs to be corrected. It is helpful to give context to explain the impact to the workforce, client, etc., as to why the behavior needs to change.Read More →

If you are simply giving an employee feedback, the employee is not entitled to a union representative. If the employee believes that a meeting will include questioning that can lead to disciplinary action, they can request a representative.  However, sometimes a union representative can be helpful during a difficult conversation, depending on the circumstance.  Please consult your Employee Relations (ER) analyst to discuss if this might apply to your situation?Read More →