Taboo Of Performance Communication, Do You Know?

stay Performance communication We should use "we" more often and use less "you": "how do we solve this problem?" "how far is our task going?" or "how can I help you?"

　　 A face with no expression.

As an effective listener, HR You should show your interest in the conversation of your subordinates through your body language. Affirmative nod, proper expression and proper eye contact undoubtedly show that you are listening attentively.

　　 Two avoid impatient actions.

Watching the watch, turning the newspaper and playing with the pen shows that you are tired of talking and are not interested in conversation.

　　 Three taboos are arrogant.

You can display an open posture through facial expressions and body positions. You shouldn't cross your arms and legs. When you need to lean forward, face each other and remove the barrier between the two sides.

　　 Four, avoid interrupting subordinates at will.

Try not to react before your subordinates have finished speaking. When subordinates think, don't conjecture. Listen carefully and let your subordinates finish speaking before you speak. Another important content of performance communication is that it can feedback employees' performance to employees through performance interview, so that employees can understand the gains and losses of their subordinates' work in the past year, so as to serve as a basis for improving or improving their performance in the coming year.

Five, avoid, ask and speak more.

Giving orders manager It is difficult to achieve the transformation of roles from superiors to "helpers" and "partners". We suggest that managers follow the 80/20 rule when communicating with their employees: 80% of the time is left to employees, 20% of their time is left to themselves, while in this 20% time, 80% of the time is asking questions, and 20% of the time is used for "guidance", "advice" and "giving orders", because employees are often more aware of the problems existing in their jobs than managers. In other words, we should ask more questions, guide employees to think and solve problems, evaluate their progress, instead of giving orders.

　　 Six avoid using "you" to communicate.

In performance communication, we should use "we" more often and use less "you": "how do we solve this problem?" "how far is our task going?" or "how can I help you?"

　　 Seven avoid general feedback.

Managers should respond to specific behaviors or facts of employees to avoid vague statements. Such as: "your work attitude is very bad" or "your excellent work has left a deep impression on you." Ambiguous feedback not only does not stimulate or inhibit the effect, but also makes employees feel uncertain.

　 Eight bogey is not right for people.

When employees do something wrong or inappropriate, they should avoid using evaluative labels, such as "incompetence" or "dishonesty". Instead, they should objectively state the facts and their feelings about the facts.

　 Nine avoid to teach with finger pointing.

When subordinates perform poorly, they should avoid saying, "you should... Instead of... " This will enable subordinates to experience some inequality, which can be replaced by: "I did so.

　　 Ten avoid "throwing cold water".

When employees make a mistake, it is best to wait for their cool down before making feedback so as to avoid "looting" or "throwing cold water". If employees do a good thing, they should be praised and encouraged in time.