Comment éviter les pièges de la négociation avec les employés peu performants ?

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Negotiating with underperforming employees can be delicate, as it involves addressing performance issues while maintaining professionalism and fairness. Before entering into negotiations, gather all relevant information about the employee's performance, including specific examples of underperformance, performance metrics, and any relevant policies or procedures. This preparation will help us in approaching the negotiation with clarity and confidence.

It is very important to remember, that a person and his behavior are two very separate things. Behavior is a function of personal traits and circumstances. Therefore a particular behavior doesn't define the whole person. Therefore any conversation that you plan to have shall be very specifically about the certain behavior which needs to be improved. It shall not be general. It shall not be without very specific examples or instances. And it shall not at all be about the person.

Start by understanding the reasons for their underperformance. Then, focus on clear communication, outlining expectations, and offering support to help them improve. Avoid blaming or criticizing; instead, focus on finding solutions together. Keep the conversation constructive and goal-oriented, and be open to listening to their perspective. By approaching the negotiation with empathy and a collaborative mindset, you can work together to find a resolution that benefits both the employee and the company.

To avoid negotiation pitfalls with underperforming employees, set clear expectations, document performance issues, and provide timely feedback and support. Focus on specific behaviors, offer constructive criticism, and listen actively to the employee's perspective. Be firm but fair, exploring alternative arrangements such as performance improvement plans or flexible work options. Set realistic goals and document agreements in writing to ensure clarity and accountability. By balancing firmness with support and exploring collaborative solutions, employers can address performance issues effectively while preserving relationships and fostering opportunities for improvement and growth.

As behavior is a function of personal traits and circumstances, therefore it is very important that you are not only willing to listen but are also ready to understand the circumstances of the other person who is underperforming. Speak less. Listen more. Be specific, when you speak. Ask questions. Avoid having pre-conceived notions. Please accept the fact that same solution may not be suitable for everyone since everyone has different circumstances. Communicate for resolution of the problem instead of focusing on winning the argument.

When it comes to effective communication and active listening, especially in the context of addressing underperformance, consider the following strategies. Initiate a conversation with the underperforming employee in a private and respectful setting. Clearly communicate the purpose of the discussion and express your intention to work together to address any concerns.

As everyone has their own circumstances which trigger a certain action, which we also refer to as behavior. Encourage the employee to find the solution to his problems from his own world, as he knows his own world better than you do. Once he comes up with a workable solution to improve his performance, a plan to which he is willing to commit, then act as his support system. Help his overcome his barriers. Lend a hand, when you need to.

Collaborating with underperforming employees to problem-solve is essential for fostering a sense of ownership, engagement, and commitment to improvement. Work together to identify the root causes of the underperformance. Ask probing questions to uncover any underlying issues such as lack of skills, unclear expectations, personal challenges, or obstacles in the work environment.

Give the employee the confidence. Re-enforce that fact with him, that he and you are on the same, with the same goal. Both want his performance to improve. Extend your full support and offer help and advise. Celebrate small victories to bring home the point to the employee that he can improve further and that he has moved in the right direction. Show him that he has come a long way, when significant improvement has been noticed in the performance.

Don't make it a debate. Rather it shall be a facilitative process, where the employee himself is in the seat, and your job is to help him see how he is performing and how he can improve, based on the facts and data. If you let yourself dragged into, and get trapped into the quagmire of emotions, by making it a debate, you will go deeper and deeper with every argument, without actually reaching any where. Remember, it is not about winning the debate or the arguments. Your goals shall be very clear, i.e. to help the employee improve his performance. Don't make it about yourself.

After the negotiation, you need to follow up to find his/her desire and efforts to improve his/her performance. If he/she shows as his/her commitment, give he/she feedback and support. If not, find out the reason and/or prepare a plan to replace the employee.

Here is a summary of how to avoid negotiation pitfalls with underperforming employees: 1- Set clear expectations and performance evaluation metrics. 2- Document issues factually and objectively. 3- Use constructive feedback. 4- Offer resources to help them. 5- Establish milestone check-ins to evaluate progress. 6- Know when to cut losses.

To avoid negotiation hiccups with underperforming employees: 1. **Come Prepared**: Have your facts straight and some ideas ready. 2. **Stick to the Facts**: Keep it real with specific examples and data. 3. **Show Some Empathy**: Understand where they're coming from, but keep it pro. 4. **Get Clear**: Make sure they know exactly what's expected of them. 5. **Team Up on Solutions**: Work together to figure out how to improve. 6. **Spell Out the Consequences**: Be clear about what happens if things don't pick up, but offer a hand too. 7. **Keep Records**: Jot down what you discuss and agree on for future reference.