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The following discussion formats correspond to the logical steps in performance counseling:

• First, address the performance problem. We make a distinction between two different types of performance problems - those due to the employee's failure to achieve the expected results and those in which an employee engages in inappropriate behavior (including unacceptable personal conduct).
• Then, if there has not been satisfactory improvement, follow up with the employee.
• If performance has risen to the point where it meets expectations, let the employee know you appreciate the improvement.

These formats are suggested outlines for conducting these discussions. Adapt them to fit your supervisory style and the nature of the work you supervise. On this page:

When the Issue is Lack of Results

Use this format when first addressing a performance problem in which results expectations are not being met. For example: deadlines are being missed, there are too many errors in the paperwork the employee is processing, customers are complaining about the service the employee is providing, the employee has not delivered agreed upon products to the work team, budgeted expenses are exceeded, and so on.

1. Describe the performance problem in a friendly manner.
2. Ask for help in finding reasons.
3. Ask for ideas and explore solutions.
4. Describe actions that will be taken.
5. Summarize and set follow-up.

When the Issue is Ineffective Behavior

Use this template when first addressing a performance problem in which behavioral expectations are not being met. For example: lateness, absenteeism, excessive horseplay, use of profanity, the employee is not fully participating in a team effort to complete a project, the employee criticizes coworkers behind their backs, the employee spends too much time chatting with coworkers and wasting their time, etc.

1. Describe the behavior you have observed and explain why it concerns you.
2. Ask for reasons and listen to explanation.
3. State that the behavior must change.
4. Ask for ideas and explore solutions.
5. Decide actions that will be taken.
6. Summarize and set follow-up date.

When an Initial Discussion Fails to Produce Change and Follow-Up Is Required

When the follow-up date arrives and there has been no improvement in the employee's performance, use this format to plan your discussion and to keep it on track.

1. Review previous discussion.
2. Describe lack of improvement.
3. Ask for reasons.
4. Explore solutions.
5. State consequences of continued lack of improvement.
6. Gain commitment on specific action that will be taken.
7. Set follow-up date.
8. Express your confidence in the employee.

Action Steps for Praising Employees

When improvement occurs and the employee's performance is now meeting expectations, it is important to talk to the employee, acknowledge the improvement, and thank the employee for effectively addressing the problem. This is an important step in "locking in" the improvement and, perhaps, motivating the employee to become more engaged and committed to the work.

• Describe what you have observed and explain its importance.
• Listen to the employee's comments.
• Thank the employee.