I'd take the direct approach. Simply state the fact that you have observed a change in his performance. You'd like to understand what is causing it. Let him state his reason. Use open questions. Listen, playback, clarify.
"Anything else affecting your performance?" or simply "Anything else?", "What else?" is a useful question to ask. Sometimes its only after you ask the question 5 times that you get to the heart of the issue.
Summarise your understanding along the say. So, I hear that you are x and y because a and c.
"What can we do about it?" - operative word WE - not me not you.
Tell him you need to see an improvement in performance. Be specific - keep it objective. Make it quantifiable so you can measure it.
Notice the effort being made - 4 parts praise to 1 part constructive criticism is the recommended daily allowance for developing staff (operative word Constructive).
Make it clear what you can and can't provide - eg at this time, there is no pay raise on offer; you are keeping a note of the individuals who make a real contribution and intend to reward them when the market picks up. - but only if that is the case - and make sure you record the evidence.
Hope this helps.
All the best,
Alison
posted 9 days ago
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