 |
Managers—especially HR managers but others as well—are often called upon to engage employees in the most sensitive, uncomfortable conversations. The gamut extends from telling an employee he or she has bad breath to telling an employee that he or she is fired.
These difficult conversations can be made easier by recognizing that once people assume responsibility for their conduct, they will want to change for themselves. This was the message Paul Falcone, former vice president of human resources for Time Warner Cable, gave to attendees at a Society for Human Resource Management (SHRM) conference.
Falcone told attendees that successful verbal interventions allow HR to handle difficult matters respectfully, responsibly, and in a timely manner, which are the key tenets of workplace due process and fairness. Falcone encouraged managers to use “positive confrontational techniques” when engaging in difficult conversations with employees. He shared four tools for managers to use when conducting such conversations:
Unlimited employee HR training—one low cost, no setup, no software to install. Find out why the Software & Information Industry Association voted TrainingToday® the “Best Workforce Training Solution.” Go here for more information or to sign up.
1. Use the word “perception.” Because feelings and perceptions are neither right nor wrong, it is important to say to the employee, “From my vantage point, it seems that.…” This way, the employee is not put on the offensive. In fact, the employee will (hopefully) understand and take responsibility for the perceptions he or she evokes in others.
2. Invoke guilt, not anger. Helping an employee realize the negative effects of his or her conduct on others will often result in the employee altering his or her behavior.
3. Use positive confrontation. Saying, “thank you” and “I am sorry” when appropriate can do much to defuse an employee’s negative feelings.
4. Help leaders have heightened sensitivity. It is important that HR and other managers encourage supervisors to come to them with performance issues as soon as possible. Falcone noted that employees often complain of a supervisor’s conduct (such as harassment) just after their supervisor has raised performance issues. Therefore, to avoid retaliation claims, it is important that supervisors raise performance concerns as soon as they arise.
In addition, Falcone offered other tips for managers. For example, he recommends that the focus should be on shifting responsibility for improvement away from the company and to the employee. He also advised HR not to rush to judgment. Instead, place the employee on a paid leave when more time is needed to investigate and reach a conclusion.
No time to prepare or deliver training? With BLR’s TrainingToday®, your employees can start taking essential training courses the same day you sign up. Workers (and supervisors) train at their convenience, 24/7. We track and you save with this turnkey solution. Yes, it really can be this simple. Learn more.
Finally, he urged attendees not to manage by fear of a lawsuit. Rather, make sure that if the company is sued, it is on your terms, not the employee’s. If the employee has been treated fairly and with respect, the company will be in a good position to defend itself against a lawsuit.