Barbara Brown, PhD asked:


You are getting ready to do one of your least favorite management tasks: have a performance discussion with a poor performer. But before you have this discussion, you want to organize your ideas so you can clearly describe the problems and state your expectations for improvement. You have a standard approach that you use, but your past discussions have not gone particularly well. Consider trying the BID approach:

B-Behavior: Describe specific unsatisfactory behaviors. If the issue is “poor customer service,” describe what the employee does, or does not do, that makes the behavior unsatisfactory. Ask yourself:

1. Is it How the employee does something?

2. Is it When the employee does something?

3. Is it Where the employee does something?

4. Is it about the Quality of the work?

5. Is it about the Timeliness of the work?

I-Impact: Describe who and/or what the employee’s behavior impacts. One employee’s poor performance can have a negative impact on numerous areas. Consider these areas:

1. The employee’s ability to achieve personal, professional, or workload goals

2. The workloads of other coworkers

3. Your workload, as the employee’s manager

4. The delivery of products or services to customers

5. The achievement of team, office, or organizational goals

D-Discuss: Give your own ideas and seek input from the employee on ways to improve. There are several ways to handle the discussion at this point. Consider these four:

1. Discussion Plan One: You ask the employee for suggestions first, you give your suggestions, you both agree on a combination of suggestions, you conclude the discussion with a follow-up plan.

2. Discussion Plan Two: You give your suggestions first, you ask the employee for suggestions, you both agree on some combination of suggestions, you conclude the discussion with a follow-up plan.

3. Discussion Plan Three: Your employee has no suggestions, you give your suggestions, you advise the employee on implementation of those suggestions, you conclude the discussion with a follow-up plan.

4. Discussion Plan Four: Your employee gives you suggestions, you have no additional suggestions, you advise the employee on implementation of those suggestions, you conclude the discussion with a follow-up plan.

Your Approach Determines Your Discussion Success

Talking about performance improvement is never easy. But it has to be done. Your success often depends on your approach. If you use vague terms to describe poor performance, you are unlikely to get the results you want. And you will have a hard time measuring changes in behaviors. So being specific about what you want employees to do, or not do, is important. It’s equally important to describe the impact of unsatisfactory performance. Likewise, involving employees in the discussion about suggestions for improvements is useful.

If the approach you use to talk to employees about unsatisfactory performance isn’t working, or if you are looking for a way to be “just a little more effective” when you talk about performance improvement, give the BID approach a try. 



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