Prepare facts before the conversation
Use examples with dates or routines rather than collecting broad complaints. Decide which issue matters most this week and whether it concerns instruction, workload, tools, timing or skill.
Invite the worker to identify unclear instructions, competing priorities and any practical obstacle. A check-in is not useful if only one side is permitted to speak.
Close with one clear next action
Agree what will be done differently, who will demonstrate or provide what is needed and when the result will be reviewed. Keep praise specific too, so the successful method can be repeated.
If the discussion reveals a larger safety, legal or welfare problem, move it into the appropriate formal or authority process rather than trying to solve everything through ordinary feedback.