as “how was lunch?” and “how’s your new lawnmower doing?” In engaging Henry in small talk, Michael is creating a more comfortable environment where Henry can feel more relaxed and open up.

To engage Henry actively in discussion over the past year’s performance, the discussion should not be one-way (only Michael talking) to be fruitful. The most important point to remember is not to butt in when Henry is speaking and instead, encourage him to share more and keep talking. Also, the appraiser must give the silent worker time to talk and be patient and sincere in the process.

To start the appraising properly, Michael can tell Henry what he thinks are his strengths and the positive experiences working with him. This will boost Henry’s confidence himself and make him aware that he is doing a gr

Henry is an employee at a hardware store. He is competent, works fast and gets the job done. Though he is admired by his boss and colleagues, Henry is still at the same position where he started five years ago. Why so? Well, Henry is one of those workers whom managers find hard to evaluate when it comes to appraisal time. You see, Henry is accustomed to silence – too silent in fact. Although his boss likes his working attitude, he finds it hard to push him for promotion simply because he does not score well during appraisals due to his reserved nature. Due to the fact that he does not speak much, his leadership qualities are slighted and he may never get that higher post he yearns for. This works badly for both parties.

In this article, we shall look at useful tips to improve communication between an employer and an employee who is more reserved than others and how to improve this during appraisals. Whether you are an employer or an employee, you will find this article to be useful to you.

Profiling The Silent Worker

The silent worker is one who does not talk much. He generally goes around doing his job quietly and efficiently and leaves right on time. He usually answers questions in monosyllable or short sentences and find it uncomfortable to partake in open discussions actively. Usually he is not missed by colleagues even when he does not report in work due to medical reasons or leave.

In many situations, the silent worker is one who has garnered a vast deal of information and knowledge about the work he does, sometimes much more than his peers around him. But because he is so quiet and does not open up, others do not know what he is thinking or feeling. Thus, it is very likely that other co-workers are missing a great deal of information which can be gleamed from him. Yet, the silent worker does not feel that he is missing anything for he is so used to silence all the time. This impedes knowledge sharing and makes the workplace a little duller without casual conversations and a joke once in a while.

Managing Silent Workers during Appraisals

Henry is meeting his boss, Michael, for the open appraisal. In many similar appraisals before this one, they were generally low key events where the boss does all the talking and Henry does all the nodding without voicing his opinions or concerns. What then should Henry or his boss do or react at the appraisal so as to benefit both parties?

As Henry’s boss, Michael has the responsibility of letting Henry know what he thinks of his performance over the past year and how Henry can better himself. As a start, Michael can set targets for Henry to achieve, especially tasks that involve Henry to communicate with parties so that this may help Henry to open up. Also, he can send Henry to company courses to better Henry’s communication skills and help him to gain more confidence in himself.

During the appraisal, Michael could start the session on an informal note. For example, he could bring in a cup of coffee for Henry, who we expect to be sitting in one corner of the room waiting for Michael to come in. Also, Michael could start the session by asking Henry casual things such as “how was lunch?” and “how’s your new lawnmower doing?” In engaging Henry in small talk, Michael is creating a more comfortable environment where Henry can feel more relaxed and open up.

To engage Henry actively in discussion over the past year’s performance, the discussion should not be one-way (only Michael talking) to be fruitful. The most important point to remember is not to butt in when Henry is speaking and instead, encourage him to share more and keep talking. Also, the appraiser must give the silent worker time to talk and be patient and sincere in the process.

To start the appraising properly, Michael can tell Henry what he thinks are his strengths and the positive experiences working with him. This will boost Henry’s confidence himself and make him aware that he is doing a gre

een an employer and an employee who is more reserved than others and how to improve this during appraisals. Whether you are an employer or an employee, you will find this article to be useful to you.

Profiling The Silent Worker

The silent worker is one who does not talk much. He generally goes around doing his job quietly and efficiently and leaves right on time. He usually answers questions in monosyllable or short sentences and find it uncomfortable to partake in open discussions actively. Usually he is not missed by colleagues even when he does not report in work due to medical reasons or leave.

In many situations, the silent worker is one who has garnered a vast deal of information and knowledge about the work he does, sometimes much more than his peers around him. But because he is so quiet and does not open up, others do not know what he is thinking or feeling. Thus, it is very likely that other co-workers are missing a great deal of information which can be gleamed from him. Yet, the silent worker does not feel that he is missing anything for he is so used to silence all the time. This impedes knowledge sharing and makes the workplace a little duller without casual conversations and a joke once in a while.

Managing Silent Workers during Appraisals

Henry is meeting his boss, Michael, for the open appraisal. In many similar appraisals before this one, they were generally low key events where the boss does all the talking and Henry does all the nodding without voicing his opinions or concerns. What then should Henry or his boss do or react at the appraisal so as to benefit both parties?

As Henry’s boss, Michael has the responsibility of letting Henry know what he thinks of his performance over the past year and how Henry can better himself. As a start, Michael can set targets for Henry to achieve, especially tasks that involve Henry to communicate with parties so that this may help Henry to open up. Also, he can send Henry to company courses to better Henry’s communication skills and help him to gain more confidence in himself.

During the appraisal, Michael could start the session on an informal note. For example, he could bring in a cup of coffee for Henry, who we expect to be sitting in one corner of the room waiting for Michael to come in. Also, Michael could start the session by asking Henry casual things such as “how was lunch?” and “how’s your new lawnmower doing?” In engaging Henry in small talk, Michael is creating a more comfortable environment where Henry can feel more relaxed and open up.

To engage Henry actively in discussion over the past year’s performance, the discussion should not be one-way (only Michael talking) to be fruitful. The most important point to remember is not to butt in when Henry is speaking and instead, encourage him to share more and keep talking. Also, the appraiser must give the silent worker time to talk and be patient and sincere in the process.

To start the appraising properly, Michael can tell Henry what he thinks are his strengths and the positive experiences working with him. This will boost Henry’s confidence himself and make him aware that he is doing a gr

m. But because he is so quiet and does not open up, others do not know what he is thinking or feeling. Thus, it is very likely that other co-workers are missing a great deal of information which can be gleamed from him. Yet, the silent worker does not feel that he is missing anything for he is so used to silence all the time. This impedes knowledge sharing and makes the workplace a little duller without casual conversations and a joke once in a while.

Managing Silent Workers during Appraisals

Henry is meeting his boss, Michael, for the open appraisal. In many similar appraisals before this one, they were generally low key events where the boss does all the talking and Henry does all the nodding without voicing his opinions or concerns. What then should Henry or his boss do or react at the appraisal so as to benefit both parties?

As Henry’s boss, Michael has the responsibility of letting Henry know what he thinks of his performance over the past year and how Henry can better himself. As a start, Michael can set targets for Henry to achieve, especially tasks that involve Henry to communicate with parties so that this may help Henry to open up. Also, he can send Henry to company courses to better Henry’s communication skills and help him to gain more confidence in himself.

During the appraisal, Michael could start the session on an informal note. For example, he could bring in a cup of coffee for Henry, who we expect to be sitting in one corner of the room waiting for Michael to come in. Also, Michael could start the session by asking Henry casual things such as “how was lunch?” and “how’s your new lawnmower doing?” In engaging Henry in small talk, Michael is creating a more comfortable environment where Henry can feel more relaxed and open up.

To engage Henry actively in discussion over the past year’s performance, the discussion should not be one-way (only Michael talking) to be fruitful. The most important point to remember is not to butt in when Henry is speaking and instead, encourage him to share more and keep talking. Also, the appraiser must give the silent worker time to talk and be patient and sincere in the process.

To start the appraising properly, Michael can tell Henry what he thinks are his strengths and the positive experiences working with him. This will boost Henry’s confidence himself and make him aware that he is doing a gr

or react at the appraisal so as to benefit both parties?

As Henry’s boss, Michael has the responsibility of letting Henry know what he thinks of his performance over the past year and how Henry can better himself. As a start, Michael can set targets for Henry to achieve, especially tasks that involve Henry to communicate with parties so that this may help Henry to open up. Also, he can send Henry to company courses to better Henry’s communication skills and help him to gain more confidence in himself.

During the appraisal, Michael could start the session on an informal note. For example, he could bring in a cup of coffee for Henry, who we expect to be sitting in one corner of the room waiting for Michael to come in. Also, Michael could start the session by asking Henry casual things such as “how was lunch?” and “how’s your new lawnmower doing?” In engaging Henry in small talk, Michael is creating a more comfortable environment where Henry can feel more relaxed and open up.

To engage Henry actively in discussion over the past year’s performance, the discussion should not be one-way (only Michael talking) to be fruitful. The most important point to remember is not to butt in when Henry is speaking and instead, encourage him to share more and keep talking. Also, the appraiser must give the silent worker time to talk and be patient and sincere in the process.

To start the appraising properly, Michael can tell Henry what he thinks are his strengths and the positive experiences working with him. This will boost Henry’s confidence himself and make him aware that he is doing a gr

as “how was lunch?” and “how’s your new lawnmower doing?” In engaging Henry in small talk, Michael is creating a more comfortable environment where Henry can feel more relaxed and open up.

To engage Henry actively in discussion over the past year’s performance, the discussion should not be one-way (only Michael talking) to be fruitful. The most important point to remember is not to butt in when Henry is speaking and instead, encourage him to share more and keep talking. Also, the appraiser must give the silent worker time to talk and be patient and sincere in the process.

To start the appraising properly, Michael can tell Henry what he thinks are his strengths and the positive experiences working with him. This will boost Henry’s confidence himself and make him aware that he is doing a great job. Then, Michael can focus on the shortcomings, and action plans to eradicate the shortcomings. Lastly, Michael can end the appraisal session by summarizing Henry’s strong points and strengths and his targets for the coming year. A pat on the back or a casual chat on the way out of the meeting room will also do wonders.

Conclusion

This article has provided insights and useful tips on how to appraise silent workers. While the tips may be followed closely, it is imperative that managers should provide constant feedback to the staff and engage the staff actively in discussions from time to time for maximum effect.