HR specialists must be able to discuss sensitive and emotive issues with employees. No matter how small a problem is, their inability to properly conduct such face-to-face conversations will make it several times worse. How can this be prevented?
This question was rised by Advisory, Conciliation and Arbitration Service (Acas), the British educational and consulting organization bringing together employers, employees and other independent members to seek ways for improving the quality of working life and business operation. The result is the just published guide for managers entitled Challenging conversations and how to handle them.
This question has focused the British educational and consulting organization Advisory, Conciliation and Arbitration Service (ACAS), which together with representatives of employers, employees and other independent members to seek ways of improving the quality of working life and efficient operation of businesses. The result is a guide for managers and employers called
The entire guide is available for download on the Acas website here.
Basic tips from the guide were summed up on the HR Magazine website as follows:
Set the right tone for the conversation
Start by explaining the reason for your meeting. Keep it in a calm and professional manner. Assute the employee that your conversation is confidential and concentrate on solving the problem, not the employee's personality traits.
Describe the problem and show evidence
Prepare specific examples of to demonstrate the problem to the employee. Explain how it affects himself and the whole team. Focus also on whether it is an entirely new problem or something you've already discussed.
Ask for an explanation
Listen to what the employee tells you and try to understand the causes of his actions. Do not judge him beforehand. Avoid emotional reactions and stick to the point.
Agree on a solution
Ask the employee to propose a solution and discuss various options. As a supervisor, decide on the final solution. Document your agreement and give the employees a copy. Schedule a possible future meeting. Follow the progress of the employee, offer support and feedback.
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