To do a regular follow-up of the employee's actions and motivate him/her in the short-term.
What is the primary source of conflict between a manager and his/her employee ? The lack of follow-up !
Trust is built over time, not claimed. Whether you are the manager or managed, you have a regular and planned access to a communication space which allows you to listen, help, adjust, motivate and delegate. It creates and maintains trust.
It is also about safety for the company, it prevents the gaps between expectation and reality from increasing when it comes to results.
This ritualized act will allow you to enjoy the follow-up of your projects and the management of your teams.
Now - Planning and Informing :
Write down in your calendars one follow-up review per employee between every 3 or 6 weeks (which will last around 45 minutes). In case you or your employee are not available (vacation, professional event), please do not cancel the review, reschedule. Show your employee they remain your priority.
Between D-7 and D-1 - Preparing your employee :
Send an invitation for a follow-up review. Attach the document about employee preparation.
Between D-3 and D-1 - Preparing the review :
Edit and fill in the manager's preparation in the document for the follow-up review.
review day - Leading the review :
Make sure that your employee has a written preparation, use the document for a follow-up review to ask all the questions chronologically. Quote your preparation only if your he/she doesn not mention these points.
Question 1 : Highlight and write down his/her successes. Listen, encourage, congratulate
Question 2 : Highlight his/her analysis, listen to it, each point will be made concrete through question 3
Question 3 : In order to delegate optimally, the employee will set his/her own action plan. Make sure it stays within the frame of the means at his/her disposal (financial means, due date) and, if necessary, set stages to check his/her progression before the next review.
After the review - Implementing the decisions :
Do a regular follow-up of the action plan that was decided during the review with your employee.
The keys to a successful interview
- I respect the frequency of interviews
- I invite my employee a week in advance
- I prepare myself in writing
- I respect the chronology of questions
- I complete the action plan
- I update his personal data
- I have the report validated by my employee
- I call my manager again in case of interview cancellation
- I prepare myself in writing
- I answer by respecting the chronology of the questions
- I make proposals for action plans
- I read the report before validating the interview
Winning attitudes during the interview
The positive attitude :
It's an open look at the interview. Consider the success of the collaboration and pass on your confidence.
The right questions :
There are no wrong answers, there are only bad questions
The active listening :
Give real attention to his answers. Leave him the floor until he has left 4 seconds of silence.
First the positive :
So that the employee finds the energy and the desire to surpass himself.
Question to delegate :
Let the employee choose his path, so as not to confine him in a role of executant : "How do you plan to take it ?"
Control to help :
Do not let gaps widen, build trust by setting regular tracking points.
What has been positive about the previous period ?
What can be improved for the next period ?
What new actions will you implement ?
Conduct this interview online with your employees
Jemanage let you conduct all your interviews online
The digitization of interviews is an important step in the professionalisation of your management.