HR Pulse - Spring 2008 - (Page 34) >> WHAT YOU ACCEPT IS WHAT YOU TEACH ness or denial when given constructive feedback. The employee’s defensive response (verbal or nonverbal) can serve as an example of the employee’s negative attitude or unwillingness to change. You may need to state your observation directly: “I am trying to discuss this issue with you, but what I observe is your refusal to talk, the absence of any direct eye contact with me and the folding of your arms. This indicates to me that you’re either not listening, resisting my message, or not buying into anything that I’m saying.” Ask the employee to summarize her understanding of the need for change. If indicated, set up another meeting. In preparation for this meeting, ask the employee to develop an action plan describing what she will do to satisfy your concerns. 12. Offer to place resources in the employee’s hands to facilitate his success at meeting your objectives. This may include individual coaching, formal training and development, books, CDs, or tapes. If appropriate, recommend that the employee utilize the resources of an employeeassistance program to discuss sensitive personal issues that may be contributing to his performance deficiencies. 13. Don’t feel compelled to compliment an employee every time you confront him about a problem. The “sandwich” approach to criticism suggests that you should first compliment the employee, next confront him about a mistake and finally compliment him before you terminate the discussion. This is a disingenuous and manipulative concept. Compliments are sometimes offered to soothe the manager’s discomfort with confrontation. Deal with your own discomfort and confront the employee whenever appropriate. Recognize employees whenever they deserve it. However, when a mistake is made, level with the employee. Don’t mix your messages. 11. Don’t apologize for the confrontation. By doing so, you detract from the seriousness of your message. The apology also may indicate that you feel guilty or that you lack confidence. When an employee makes a serious mistake, you would be remiss if you didn’t provide corrective feedback. Holding people accountable for their actions is an integral and necessary part of your job. 34 HR Pulse Spring 2008 Transformational recruitment process outsourcing — from the world leader. Our RPO solutions combine people, process and technology to deliver a best-in-class approach for our clients across every major industry. And, with our recent acquisition of TalentTrack, a nationally recognized provider of RPO services, we have greatly expanded our expertise and capabilities. To learn more, please contact us today. 419.720.0111 adeccousa.com ©2007 Adecco 351009_Talent.indd 1 10/4/07 8:52:40 PM http://www.talenttrack.com
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