TITLE : TALKING WITH THE EMPLOYEES: GUIDE FOR MANAGERS.

1 managing relationships
All employees must build relationships, 1
Does a manager manage people?, 2
Relationship with employees as a group, 2
Relationships with individuals, 5
How to build relationship skills, 7
Display your style, 8
 
2  let's be more formal
The case against informality, 9
What do we mean by formal?, 10
The effect of formality badly handled discussions, 11
Which discussions should be formal? 12
Manager's responsibility, 12
Employee's responsibility, 12
Will formality ensure success?, 13
 
3 the formal discussion
The common courtesies, 15
Behavioral guidelines, 17
Ceremony, ritual, 22
 
4 first work discussion
Forget his predecessor, 24
Manager's preparation, 24
Form of meeting, 26
Summary of first discussion, 31
Recommendations, 31
 
5 the six months discussion
Express your attitude and your purpose, 33
What about agenda?, 34
Manager's preparation, 34
Key do's and don'ts for an effective six months discussion, 44
 
6 negotiating a work program
Preliminary meeting needed, 45
Advance description of negotiating session, 46
Manager's preparation, 47
Employee's preparation, 48
Record or documentation, 48
Summary of work program dialogue, 58
Recommendations, 58
 
7 recycling employee plans
The case for planned change, 60
The manager's role, 61
Timing, 61
Not a substitute for follow-up, 61
Not a substitute for rapid feedback, 61
Not a performance appraisal, 61
Purposes of recycling, 62
Advance information, 63
Manager's preparation, 64
Employee's preparation, 64
Record or documentation, 64
Summary of accomplishments versus standards discussion, 67
Summary of recycling session, 69
Recommendations, 70
 
8 annual performance appraisal
Is appraisal necessary?, 71
Purposes of appraisal discussion, 72
Manager's preparation, 74
Employee's preparation, 77
Suggestions, 83
 
9 the salary discussion
The aggressor, 85
The silent one, 86
The basic salary plan, 86
Dialogue 1: Laying the foundation, 87
Dialogue 2: Changes in current ground rules, 90
Prerequisite dialogues, 90
Manager's preparation, 91
Case I-Giving an increase, 93
Case II-Withholding an increase, 94
Suggestions, 96
 
10 coaching the failing employee
Why do employees fail?, 97
Increase dialogue with failing employees, 99
Preventive coaching, 100
Manager's preparation, 100
Help the employee prepare, 102
Recommendations, 109
 
11 the termination discussion
The employee's view, 110
Minimize the predecision period, 111
Manager's preparation, 111
Employee's preparation, 113
Employee's response to coaching efforts, 115
Recommendations, 119
 
12 the career discussion
Why discuss career?, 121
How the employee feels, 122
How to set up the career discussion, 123
Recommendations, 131
 
13 counselling on promotional opportunities
Managerial investment and risk, 133
Assumptions, 134
The basic process, 135
The telephone set-up, 140
Recommendations, 146
 
14 pitfalls to avoid
Underestimating employee capability, 148
Lowering standards for minority employees, 149
Too much paperwork, 150
Skipping day-to-day feedback, 150
Insufficient documentation of appraisal judgments, 151
Ignoring goal difficulty, 152
Failing to recognize individual excellence, 153
Ignoring organizational relationships, 153
 
index  155