• Articulate the store’s expectations clearly
  • Provide proper tools
  • Develop different approaches to challenges
• Don’t give up
  • Be open to someone needing different training styles, teaching styles, learning styles
  • Be open to when someone might thrive under different circumstances or in a different department
  • Offer an informal “heads up” if there are concerns; express them in a constructive way without negativity
• Assessing performance isn’t the same for every staff person
  • Can appear inconsistent when meeting individual needs
  • Employ the same process to all even if it has different results (ongoing training, attempting different teaching styles, finding new responsibilities etc)
• Some employees don’t fit
  • Document patterns at odds with store’s best interest
  • Documentation must be factual, accurate, behaviorally specific, concrete
  • If terminating, be honest, fair, and clear in articulating the store’s concerns

It is the manager’s job to help co-workers improve. Part of this involves addressing performance issues

Approach personnel problems with a “how can we help you” attitude, vs. confrontation

Keep the larger context in mind

If formal discussions are warranted, DOCUMENT

Before you approach

During the conversation:

Results of the conversation:

After the conversation: