Document Chunk
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Section : During the meeting you should:
Domain : Human Resource Management
Classification : Not Identified
Context
This chunk is part of the "Using best practice to manage underperformance" section, specifically detailing the steps to take during a meeting with an employee to address performance issues. It emphasizes the importance of clear communication, understanding the employee's perspective, and maintaining a supportive environment while documenting the discussion for future reference.
Text Content
- clearly describe the problem and refer to specific examples
- explain the impact on the business, the employee's work or co-workers
- explain the outcomes you want to achieve from the meeting
- give the employee an opportunity to respond and give you their view of the situation
- listen and ask questions to understand their response to the problem and why it has occurred
- if possible, refer to recent positive things the employee has done, to show them you also recognise and appreciate their strengths
- use a relaxed and encouraging tone and show confidence in the employee's ability to improve. fairwork.gov.au | Fair Work Infoline: 13 13 94 | ABN: 43 884 188 232 PRACTICAL TIP: Take notes during any discussions about performance and follow up the discussion with an email or letter confirming what was said and agreed. Give employees a chance to suggest any changes. Keep these notes, emails and any other documents relating to underperformance on the employee's employment file. These may be helpful if the problem re-occurs, if there is a disagreement about what was discussed, or if the employee later makes a legal claim (for example, unfair dismissal).
- What specific problem should be clearly described in the meeting?
- How can the impact of the problem on the business and co-workers be explained?
- What outcomes are desired from the meeting with the employee?
- Why is it important to give the employee an opportunity to respond during the discussion?
- What strategies can be used to listen and understand the employee's perspective on the problem?
- How can recent positive actions of the employee be incorporated into the conversation?
- What tone should be used during the discussion to encourage the employee?
- Why is it important to take notes during discussions about performance?
- What should be included in the follow-up email or letter after the meeting?
- How can keeping records of discussions about underperformance be beneficial in the future?