Get Rid of Performance Review: Post #5

What to do when an employee is new? When the manager and employee meet for the first time—or upon reassignment—the authors suggest the following (pp. 198-202) . The subordinate is asked to answer three background questions: 1) What do you like in the way of supervision that helps you operate effectively? 2) What have you gotten from a boss with whom you’ve previously worked that doesn’t sit well with you? 3) What do I need to understand about you that will help me provide the kind of support/advice/treatment that you’d like to receive?” The key here is just to LISTEN. Then the manager poses and answers the following three questions to give the new employee insight: 1) What do you like from a subordinate that allows you to provide oversight and allows you to give insights? 2) What inclinations (behaviors) have subordinates demonstrated that has hurt their performance in your eyes? 3) What is your management style; what kind of a relationship do you want with a subordinate; how do you discuss an issue when things get off track; and what are some things I should know about you? Again, the key is to LISTEN. This technique is like an on boarding intervention that can save months of adjustment and untold misunderstandings.