Regular structured discussion.
WHAT THEY ARE FOR
Establishing how someone is doing, and what would help.
WHY REGULARLY
Annual conversations address problems months late.
HOW OFTEN
Frequently enough that nothing is a surprise.
WHAT TO COVER
What has gone well What has been difficult What is getting in the way What they want to develop What you both will do
WHAT TO AVOID
Saving up criticism for the conversation Discussing pay in the same conversation Doing all the talking
WHY PAY SEPARATELY
It dominates everything else and people hear nothing after it.
WHAT TO PREPARE
Specific examples.
WHY
General impressions are disputed and they are frequently wrong.
WHAT TO ASK FIRST
Their assessment.
WHY
People are frequently harder on themselves, and it opens the conversation.
WHAT TO DO ABOUT DISAGREEMENT
Hear it fully, then state your view with evidence.
WHAT TO ESTABLISH
What good performance looks like, if it is unclear.
WHY
People cannot meet expectations nobody stated.
WHAT TO RECORD
What was discussed and agreed.
WHY
It is the basis for the next conversation, and for any formal process later.
WHAT TO DO ABOUT SUSTAINED POOR PERFORMANCE
Address it directly, with support and a clear standard.
WHY EARLY
Problems allowed to continue become impossible to address fairly.
WHAT TO ASK
Whether the person can do the job, wants to do the job, or is prevented from doing it.
WHY THOSE THREE
They require completely different responses.
