http://blog.hr360.com/hrblog/tipsfo...

Video Highlights:
00:12 The ability to have difficult conversations, and to make those conversations both effective and productive, is an essential skill for any good manager.

00:49 Most of us instinctually avoid unpleasant situations and conflict, particularly in the workplace where we spend a large portion of our waking hours. Remember, though, that avoiding a tough conversation won’t make the problem at hand go away; in fact, avoidance often makes the situation worse.

01:26 In cases outside the simple delivery of bad news, you should begin by evaluating the scope of the problem and then investigate the facts. For example, if an employee is routinely taking longer than the proscribed time for lunch, it may be the case that he or she is ill, or caring for a child or parent. Try your best to determine if there are outside or mitigating factors.

01:48 If you can’t resolve the issue, or have difficult news to deliver, you should plan your conversation carefully.

02:10 During the meeting, be specific and factual–for example, “I noticed that you came in after 10 six times in the last month.” Use “I phrases” whenever possible.

02:32 These semantic differences may seem small, but they can absolutely change how the message is received.

02:39 Remember to listen to the employee–either to his or her side of the story, or, in the case of unpleasant corporate news, to his or her feelings. You may gather important information that will help you proceed.

02:51 End the meeting by working together to agree on a resolution. This might include a formal performance improvement plan, offering the employee additional resources and training, or, in the case of a personal issue, providing access to the services of an employee assistance program.