Learning objectives :
- Make development discussions a regular part of management practice, so you don’t only step in when things go wrong
- Prepare for each performance review with a focus on the employee's development
- Track progress toward set goals over time, encouraging employees to take action
Course :
Session 1: Preparation
An effective development conversation requires preparation on both sides of the table. Participants first learn to define their managerial intent before the meeting, so they can enter the conversation with a clear idea of what they want to achieve. They then work on how to help their employee prepare themselves using the Start/Stop/Continue technique: what they want to continue developing, what they would like to stop, and what they could introduce into their career path.
Case Study : Developing your managerial approach for an upcoming performance review and helping your employee articulate their own career goals using the Start/Stop/Continue technique.
Session 2: Leading the Conversation
Once the discussion begins, the challenge is to structure the exchange without making it too rigid, and to stay on track even when the conversation becomes uncomfortable. Participants practice leading the discussion using the "hourglass" technique, which is divided into four stages: exploring the topic, narrowing down to a specific priority, exploring possible actions, and agreeing on a concrete action.
Case Study : Handling two common uncomfortable situations in performance reviews: dealing with an employee who has no career development plans, and dealing with an employee who wants to advance faster than the current circumstances allow.
Session 3: Ongoing Follow-Up
A development conversation only reaches its full potential if it leads to concrete action. Participants learn how to support an employee’s long-term progress using the Follow-Up Log, designed to bridge the gap between formal meetings and encourage employees to take concrete action.
Case Study : Use the Follow-Up Log to stay on track with the actions agreed upon with an employee and maintain their momentum between formal reviews.
When you leave this workshop, you'll know...
- Make development discussions a regular part of management practice, rather than waiting for a crisis to arise
- Prepare for each performance review with a clear purpose, focused on the employee’s development
- Ensure concrete follow-up on the actions we’ve defined together so that the conversation yields lasting results
And it'll come in handy for...
- Avoid putting all your eggs in the annual review basket
- Keeping your employees loyal
- Build a reputation as a coaching manager, extending beyond your own team
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