It’s very difficult for employees to learn from their mistakes or good deeds if they are not pointed out to them by managers and HR executives. This is especially common in complex or tech-focused positions, where the need to provide constructive criticism is paramount.
But, perhaps understandably, many managers are fearful of criticizing performance, especially among new employees. For that reason, managers should consider what it is that makes them nervous or hesitant and address the issue outright.
For example, managers sometimes do not wish to call out mistakes made out of fear of discouraging employees. But if done so in a tactful, respectful – and perhaps private – manner, the threat of disengagement is curbed.
Inc. magazine suggests managers hold one-on-one meetings to address these issues, but also be absolutely sure that input from employees is encouraged and implemented. Sitting in a room pointing out a worker’s mistakes without an actual two-way conversation is essentially a waste of time, so managers need to find ways to engage with them directly.
Emerging small businesses and young managerial professionals need to grasp the importance of such exchanges as they begin to expand their payrolls and oversee larger staffs. How else can managers offer constructive critcism?