- September 5, 2012 1:00 pm
- September 5, 2012 2:00 pm
Why do so many managers avoid giving feedback? Fear of how an employee will respond is the number one reason managers say they delay and sometimes completely abandon performance conversations. Many managers feel there is no way to adequately predict and prepare for an employee’s response to feedback and are, therefore, convinced things will spin out of control. In reality, most performance issues will elicit a fairly predictable range of responses from employees, some of them even positive. We have identified the Top 10 Employee Reactions and suggest effective ways of addressing each. Understanding these reactions and what to do if confronted by them can mean the difference between having the confidence to initiate an important conversation or sweeping it under the rug.
Join us for this session to walk through these reactions and gain practical tips and techniques to maintain control of the conversation and keep it moving in the best direction.
- How to position feedback to reduce defensive reactions.
- Examples of how to give feedback without criticism.
- Managing common reactions to feedback, such as making excuses, deflecting responsibility, silence, anger, etc.
|Jamie Resker is a recognized thought leader in the talent management field and is Founder and Practice Leader of Employee Performance Solutions. She developed an approach to initiating conversations about performance that don’t feel confrontational or threatening. Through workshops she teaches real-world skills to initiate conversations that don’t feel difficult or confrontational. Clients include Genzyme, the Mathworks, Boston Private Bank, Boston College and many other smaller and mid-sized companies.|
|EPS, a talent management consulting and training firm based in the Boston, Massachusetts area, works with clients in a wide variety of industries and government organizations. EPS offers customized employee performance workshops, world-class materials, tools and consulting designed to:
Build the skills of leaders at all levels to develop their employees by:
Train all-employee audiences on self-assessment, giving, receiving and seeking out feedback. This is the compliment session to the leader’s program.
Modernize performance management (PM) practices, forms and processes. Create a simple process that works to increase the amount and quality of performance conversations between managers and employees. Keep the best parts of your PM process and minimize non-essential paperwork and low-value activities.
Program Delivery: Programs are offered across the globe, in-person, through the web and by phone. Train the trainer and program licensing are available to larger firms wanting to deliver in-house training. Learn more at http://www.employeeperformancesolutions.com/