What do you do if your employees are resistant to performance discussions?

Understand the source of resistance: Employees might fear criticism or negative consequences. They might not grasp the purpose of the discussion or how it benefits them. Unclear goals or metrics can make performance discussions stressful. Clearly explain the performance discussion process and its goals (development, growth, etc.). Frame the discussion as an opportunity for growth and improvement, not just evaluation. Be clear about performance metrics and how they are used. Conduct the discussion in a private, comfortable setting that fosters open communication. Provide concrete examples of performance strengths and areas for improvement. Encourage employees to participate actively, ask questions, and share their perspectives.

1. Create a Safe Environment 2. Listen Actively 3. Address Concerns 4. Provide Clear Expectations 5. Offer Training and Development 6. Encourage Open Communication 7. Follow Up

Construire des échanges en confiance est primordial: - La transparence et la constance dans la communication sont essentielles pour établir la confiance. - Il est important que les employés comprennent les mécanismes d'évaluation de la performance et les critères utilisés. - Fournir cette clarté aide à prévenir les surprises et à asseoir une base solide pour les discussions. - Les points de contrôle réguliers dédramatisent le processus d'évaluation, intégrant les évaluations formelles dans le flux de travail de manière naturelle. Cultiver la confiance transforme les évaluations de performance en opportunités d'échange et de développement plutôt qu'en moments redoutés. Alors n'attends pas les entretiens individuels !

To create a climate of psychological safety around performance reviews, I recommend explaining the vision and goals behind the approach, the milestones of the process, the benefits to each individual, and how it will drive business success. Even better, co-create the performance review approach with a representative group of leaders and employees from the organization. As a leader, ensure a comfortable setting for each discussion, ideally in person; you might even consider an off-site location to make things less formal. Allow sufficient time to establish rapport before diving into performance issues. Provide feedback based on the triad of "observed behavior --> perceived impact on team/organization --> desire for the future.

Flip the script on performance discussions by treating them as brainstorming sessions where every voice is a key to unlocking potential. Invite your team to not only share concerns but also co-create solutions. This approach turns resistance into collaboration, transforming what was once a dreaded process into a shared journey towards excellence.

Transform 'areas for improvement' into launchpads for growth. Offer not just support but a partnership in their development journey. Imagine setting up a 'growth toolkit' with personalized training, mentorship pairings, and flexible schedules. It's about making improvement an empowering process, not a punitive one, turning resistance into eagerness to evolve.

Involve employees in the goal-setting process to ensure alignment with their aspirations and strengths. Collaboratively establish SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals that are meaningful and motivating.

Celebrate successes and milestones achieved during performance discussions. Recognize and appreciate the efforts and achievements of your employees, reinforcing positive behaviors and outcomes.