In FAQs

Generally, we recommend that you coach the employee to approach the peer to give the feedback (so long as it is not a complaint of any kind of discrimination or prohibited harassment – such issues must be reported to HR) through role playing and other support. If the employee is not comfortable going directly to the peer, you should recommend that they go through their management chain.   If you are observing the same issues, then you should approach your peer directly based on what you observe yourself.Read More →

In 2. Documentation

Many times, simply documenting and sharing problems with employees often helps to resolve them. You cannot expect improvement on an employee’s part if you do not share your concerns that a problem exists and discuss alternatives for their performance or conduct. If the problem persists and you must take corrective or disciplinary action, the documentation is necessary to serve as a record of your previous efforts to bring the problem to the employee’s attention and to assist him/her in resolving the problem. Documentation is an invaluable tool to help you more quickly and effectively prepare comprehensive and meaningful performance evaluations. It is much easier toRead More →

In 2. Documentation

With regards to documentation, managers need to ensure that each supervisor has established a file for each of his/her own direct reports that contains: A copy of the employee’s standards and objectives dated as to when they were shared with the employee. Procedures or plans for workload reviews, work in process reviews or customer surveys. Documented meetings with the employee where internal memoranda or department procedures were introduced and discussed. A schedule for periodic meetings with the employee to discuss performance and conduct issues. A supervisor may meet with an employee on a more frequent basis (e.g. weekly) while meeting with other employees in theRead More →