April 17, 2026 | 12:00-1:30 pm
In a small organization, performance issues are hard to miss. When someone isn’t meeting expectations, it affects the whole team, yet many business owners and small HR departments don’t have a ready-made playbook for what to say, what to write down, and how to give effective feedback.
This session focuses on the practical side of handling and documenting performance concerns without turning every conversation into a big production. Through case studies, discussion, and role play, we’ll work through situations that feel real: the long-time employee who’s slipping, the new hire who isn’t ramping up, the strong performer with a growing attitude problem.
Participants will learn how to:
Know when a performance issue should be documented (and when a quick verbal conversation is enough)
Prepare for and conduct an effective performance feedback conversation
Capture behaviors in writing in a way that’s clear, fair, and focused on improvement
Use email and other electronic communications appropriately
Understand when documentation ties into legal risk and when attorney–client privilege may come into play
Coach managers on how to deliver performance feedback — what to say, what to avoid, and when — to maximize the chances of employee success
The goal is to leave you with simple tools and clear language to use when addressing performance issues.
April 17, 2026 | 12:00-1:30 pm
In a small organization, performance issues are hard to miss. When someone isn’t meeting expectations, it affects the whole team, yet many business owners and small HR departments don’t have a ready-made playbook for what to say, what to write down, and how to give effective feedback.
This session focuses on the practical side of handling and documenting performance concerns without turning every conversation into a big production. Through case studies, discussion, and role play, we’ll work through situations that feel real: the long-time employee who’s slipping, the new hire who isn’t ramping up, the strong performer with a growing attitude problem.
Participants will learn how to:
Know when a performance issue should be documented (and when a quick verbal conversation is enough)
Prepare for and conduct an effective performance feedback conversation
Capture behaviors in writing in a way that’s clear, fair, and focused on improvement
Use email and other electronic communications appropriately
Understand when documentation ties into legal risk and when attorney–client privilege may come into play
Coach managers on how to deliver performance feedback — what to say, what to avoid, and when — to maximize the chances of employee success
The goal is to leave you with simple tools and clear language to use when addressing performance issues.
