Difficult employees: interview training for managers

Appropriate preparation for problem solving

• What exactly are the problems with the: employee?
• How do I identify real deficits and how do I plan bridging options?
• Which tasks do I do myself and which are better handled by a qualified HR representative?

Communication

• Permissible approach and questioning of:frequently ill or long-term sick employee.
• Clarification of possible triggering factors.
• Form of appointments at the end of the interview.
• The active participation of line managers in company integration management (BEM) or in preliminary discussions due to illness.
• Addressing employees in the event of performance-related deficiencies.
• Sensible planning of training/bridging measures.
• Orientation, motivation and critique meetings.
• Openness and supportive impulses in the context of annual discussions with the: employee.

The critique interview

• Good preparation as a basis: documentation of the poor performance, preliminary negotiations and provisional agreements with the employee.
• Structure of the critique meeting: Defining target corridors, rules for conducting the discussion, recording important facts and results - avoiding ambiguity.
• Avoidance of typical mistakes such as prolonged passivity, avoidance of discussions, downplaying intolerable behavior, lack of a clear line, etc.
• The crucial importance of the catalog of measures.

Strategies for retaining strong employees

• Lead talks.
• Maintaining contact with employees who are seconded to other locations or abroad.

Workshop for practical rehearsal of typical conflict discussions

• employees with reduced performance, low performers, long-term or frequently short-term sick employees, those partially unable to work, workaholics, addicts.