How do you conduct an evaluation interview with an employee who is underperforming?

Kenneth Smit editorial | 11-10-2019

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You may have experienced it before: an employee who cannot deliver what you expect of him, and/or one who suffers from a slump. The bottom line is that this employee is unable to contribute his part to the whole. Of course you know that you have to discuss the problem and tackle it, partly because the rest of the team may also be aware of this employee's performance. You cannot remain silent and will have to maintain your credibility by taking action. But what should you say?

The starting point of such a conversation is always to bring about a change in performance, which is a strong reason not to wait any longer to have this conversation. If you do not do this, the employee will consider this performance as sufficient. To help you get started, we describe some points that you can use in this conversation.

  • Inform the employee of your concern

This is a serious conversation, so it's important not to beat around the bush. So you don't have to engage in small talk for half an hour before raising your concerns. By being clear right away, you also emphasize the importance you see of a necessary change.

  • Share specific examples

There is no point in giving vague examples of something you notice, so make sure you can give specific examples in which the disappointing behavior is expressed or mention a performance that was disappointing and the cause that you recognize.

  • What are the effects on the team?

Try to make a link between the behavior or performance and the impact it has on the organization. The consequences for a specific team may be even more relevant; perhaps undiscussed tensions arise between colleagues about disappointing results. If you cannot explain the negative impact of the behavior, it is more difficult for the employee to see why change is needed.

  • What do you expect from the employee?

The employee may not know how to bring about a change in his behavior or in the performance he delivers. That is why it is important that you as a manager think about this in advance. How can you assist the employee, and what exactly is expected? Be clear in setting expectations.

  • Be clear about the lack of change

The starting point of this conversation is obviously change, but also be clear to the employees about any next steps if there is no change in the employee's behavior or performance. Disciplinary actions do not necessarily have to be discussed directly, but the employee must know that it is a serious matter.

  • The employee's own initiative

Make sure that you as a manager do not prescribe all the steps for the employee, let the employee think for themselves and propose solutions. How does he/she want to bring about change?

  • Schedule an evaluation moment

After the employee has agreed to work on his performance, it is important to immediately schedule a follow-up meeting.

  • Finish with confidence

After such a conversation, it is important as a manager to also express confidence in the employee. The fact that you use this conversation to bring about a change shows that you trust the employee's ability to make a change.

Such conversations can always be tense for both parties, so it is important to remember that the ultimate goal of the conversation is to help the employee. Here too, good preparation is half the battle!

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