ENDE

Step 2 of 2

How to Talk to an Employee About a Problem

What is going on with the person you lead?

Just for you: you are preparing, and what you write stays on your device.

Nothing fits? Then start open. The free reflection helps you clarify your goal, where things stand and a next step.

If this involves harassment, discrimination, substance use or health problems, or a formal warning is on the table, talk to HR, an employee representative or whoever runs the apprenticeship program first. A reflection doesn't replace that.

Putting it off makes the conversation harder. When you lead a team, train an apprentice or onboard a new colleague, it's tempting to delay the awkward talk. They're motivated otherwise, you don't want to hurt them, maybe it'll sort itself out. Usually it doesn't. The longer you wait, the more examples pile up, and the talk starts to sound like a reckoning. If you raise it the first or second time it happens, it's easier for both of you.

Describe what happened. “You're unreliable” hits the person and leaves them nothing to do but defend themselves. “The report was due Monday and came in Wednesday, and I had to move the client meeting” names a situation, a behavior and an impact. That's how the SBI method works. Then ask what happened. Maybe some information was missing, or the task wasn't clear.

Praise and handing over work count too. The same precision helps with praise. “Good job” is forgotten by lunch. “Your summary let the client decide on the spot” tells the person what to do again. When you hand over a task, say what they decide on their own and when they should check with you.

What you can say

  • Work keeps arriving late

    “We agreed on Monday for the report, and it came in Wednesday. I had to move the client meeting because of it. What happened, and what do you need so it works next time?”

  • An apprentice or new hire never asks for help

    “For the last two weeks you've closed the orders on your own, even when you weren't sure. Twice we had to fix mistakes afterwards. I'd rather you ask one question too many. Let's agree that you show me any order over $500 before it goes out.”

  • Recognizing good work specifically

    “The way you handled that upset customer yesterday was great. You listened, offered her two options, and she thanked you at the end. That's exactly what I'd like to see.”

  • Handing over responsibility

    “From next month you'll plan the warehouse shifts yourself. Swap requests are your call. If someone would have to work overtime, check with me first. After four weeks we'll look at how it's going together.”

Common questions

How do I talk to an employee about their behavior?

One-on-one, soon after it happened, with one specific example. Say what you saw and what it caused, then ask for their side. Finish by agreeing what should change and when you'll talk about it again.

What if they're upset after the conversation?

That can happen, and it doesn't mean you did something wrong. Give them time. A day or two later, check in briefly on how they're doing with it. Treat them normally day to day and don't avoid the topic.

How do I correct an apprentice or intern without discouraging them?

People who are learning make mistakes and need clear feedback on them. Name the mistake, explain why it has to go differently and show them how. Mention what's already going well, if it's true. Praise that only exists to soften criticism is easy to see through.

What if nothing changes after we talked?

Have a second conversation that picks up the first: what you agreed and what has happened since. Write down what you agree this time and set a date to review it. If nothing changes after that, bring in HR or your own manager.