![]() Often a difficult situation requires a certain amount of negotiation, be prepared for this. Put yourself in the other person’s shoes and think about how they will feel about what you are telling them, how would you feel if the roles were reversed? Give the employee time to ask questions and make comments. Do not back down or change your mind mid-conversation, unless there is a very good reason to do so. Once you are sure that something needs to be communicated then do so in an assertive way. Try to anticipate any questions or concerns the employee may have and think carefully about how you will answer questions. Know what you are going to say and why you are going to say it. Make sure you have your facts straight before you begin. Skills which may assist Information gathering The skill set required to do this may seem somewhat contradictory as you may need to be both firm and gentle in your approach. Open, honest and unambiguous communication will be essential if the aforementioned meeting is to succeed. However, constantly putting off difficult conversations often leads to feelings of frustration, guilt, annoyance with oneself, anger, a reduction in self-confidence and ultimately more stress and anxiety. ![]() The following guide forms part of the standard for workforce policies that apply to all staff within NHSScotland regardless of which Board they are employed by.Ĭonducting a meeting to discuss performance, behaviour, conduct or other work related concerns is never an easy task and it is understandable that a manager and employee may have doubts and worries over such a meeting.
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