P. 11 Step 2: The meeting Although you are now prepared for the meeting, keep in mind that the employee may not be – initially you may face resistance. Use the points below as a guide to the meeting: • Share the employee’s positive contributions to the organization at the start of the meeting • Express concern that the employee’s performance is not what it used to be or what is expected • Avoid labeling, diagnosing or making assumptions such as “I think you may be depressed,” even if you suspect a personal situation may be affecting the employee • Encourage the employee to recognize that something may be affecting his or her performance. Begin with “I’ve noticed that...” and provide an example of a performance or behavioral concern. Then discuss the impact that this has had on the employee’s ability to meet the requirements of the job • In some cases, it is appropriate to ask the employee to consider if a personal or work- related problem is contributing to his or her performance problem. (Note: if the employee identifies a personal or work-related problem at this time, move on to step three before continuing with the points below) • Involve the employee by asking for his or her suggestions in addressing/improving the situation as it relates to work performance • Listen to the employee’s concerns and perspective • Outline and document the need for change, what changes are expected, the time frames for change, and the possible consequences of inaction • Ask the employee if he or she clearly understands the areas of performance difficulty, what changes are expected, and the time frame required for change Remember to let the employee know that he or she is valued, and that the purpose of the meeting is to provide support and direction for his or her success.