Fact Sheet for Leaders
High-Solid-Low Performers (HSL)
Contact Person(s): Eric Frisch, Manager of Employee Relations (2-7908 or email frische@musc.edu);
Helena Bastian, Director of Medical Center Human Resources (2-5098 or email bastianh@musc.edu)
General Description:
High-solid-low conversations are a series of dialogues that a supervisor has with employees based on their
performance rating. The HSL conversation helps support the formal performance evaluation (but is a
separate conversation).
Key Points:
„ HSL Goal – Recognize High Performers (re-recruit); Recognize and coach Solid Performers (address
subpar performance and coach to higher level); Low Performers: Don’t limit to scheduled HSL
discussion; address as needed. Involve supervisor and HR. Move Low Performers up or out.
„ HSL Fundamentals - Focus on behavior / performance – not person; keep values and standards of
behavior clear; 90% positive. Hold the HSL meeting once each year (more often as needed).
„ HSL Behaviors and Performance Evaluated – Clinical / technical skills, patient / customer service and
teamwork
„ High Performer Characteristics - You can always count on; good attitude; go the extra mile; creative
problem solvers; role model for standards of behavior; at risk of leaving.
„ Solid Performer Characteristics – Solid worker; overall does a good job; generally fulfills standards
of behavior; you can describe how performance / behavior can be improved; at risk of leaving; can
move to High or slide to Low.
„ Low Performer Characteristics – You know them; don’t want change / passive aggressive; seem to
always have emotional trauma / complainers; out to beat the system; manager or everyone else is the
problem.
Leader Responsibilities:
„ Prepare and rate each employee. Share ratings with supervisor.
„ High Performer meetings: Start with compliments. Find out interests and current challenges. Explain
to High Performers they are valued. Ask for suggestions to improve organization. Ask if there is
anything being done that would cause them to leave.
„ Solid Performer meetings: Start with a specific positive. Ask for suggestions to improve the
organization. Point out one or two specific things that can be improved (coach). End on positive note
with commitment to work on areas for improvement (support).
„ Low Performer meetings (DESK Model): Do not sugar coat; do not begin on a positive note. Be
clear and honest. Describe behaviors or poor performance observed (D). Explain impact of behavior
(E). Show or tell what needs to be done and time frame for expected improvement (S). Know
(Explain) consequences of continued poor performance (K).
„ Dealing with Low Performers: Conversation should be documented. Schedule follow-up conversation.
Disciplinary action will follow if necessary. Review your low performer discussion(s) in advance with
your supervisor. Notify HR if necessary. Documentation is key. Be aware of most recent evaluation
rating. Be familiar with disciplinary action policy
„ Tracking HSL: Keep checklist to ensure meetings are held with each employee. Make record of Low
Performer meetings; report to your supervisor. Tools provided on LDI website (Resources). Follow up
with employees.
Policies/Forms:
https://www.musc.edu/medcenter/MUSCexcellence/resources/
MUHA Human Resources
11/17/2011