Organizational Learning has compiled some resources that can help you to hold more meaningful conversations with your direct reports during regular intervals in the performance development cycle.
Organizational Learning has compiled some resources that can help you to hold more meaningful conversations with your direct reports during regular intervals in the performance development cycle.
The guide is intended to provide a framework for managers and employees to have meaningful, in-person conversations. Managers and direct reports should establish an agreed-upon process and interval for using this form. The recommendation is monthly with a minimum of quarterly. Please ensure employee goals have been agreed upon before using this guide.
We encourage year-round collaboration between leaders and direct reports, with a focus on positive development, and the value that our employees bring to the University of Michigan. For your reference we have developed several conversation starter questions that can be used to encourage impactful conversations and development. We encourage you to begin by looking at Forward Focused Development. Many of these questions were derived from the Ross School of Business’ Mindful Performance methodology, and we sincerely thank them for their collaboration.
Exploration questions are available to help leaders and direct reports prepare for and shape each conversation. The questions are not a rigid set of required topics. They are positively framed questions built in collaboration with the Ross School of Business meant to spark exploration, planning, alignment and assessment. Please use them as they are most constructive, adjusting them or adding to them as helpful.
Note: YOU, PLAN, DO, REVIEW, provide mapping to Ross’ Mindful Performance methodology.
Accountability works well when there is an understanding of the benefits for each party. By gaining an understanding of your employee's passions, skills, and abilities, you can align their interests and strengths with your department's direction. Not sure how to have this conversation? We've created some initial conversation starter questions you can use to initiate those conversations.
When employees understand "what's in it for them", they are more likely to be engaged, high-performing employees. So begin by having a conversation around what career and professional development success looks like in their eyes. Seek to understand what they need to be successful, and connect this with your department's direction.
After identifying areas of interest that align with your department's focus, ask your employee to research an area, and to identify three potential learning opportunities from Organizational Learning's vast selection. Have them bring ideas to your next 1:1 and have a conversation that focuses on their ideas. Collectively pick one of the three ideas (it is ok to adjust) and ask them to begin to create a Development Plan.
At your third 1:1, review the development plan together, make any necessary modifications, and ask your employee what they need to get started. Explain that you will carve out time in future 1:1s to discuss progress on development, and to allow for adjustments. Also, ask them to complete this sentence, "I will know I've developed in {Insert Area Here} when..." This will be your litmus test to determine when development has occurred. We've created question sets for checking in that you can use at your discretion.
Here are some more great questions to ask:
Continue these conversations throughout the year. Try to utilize the skills they have developed or the innovative approach they have taken.
Remember this should be a positive experience. Being held accountable does not need to be negative. Praising development and reaching goals is a form of accountability. Don’t be afraid to share your own development plan with your team!
It is best practice to conduct mid-year reviews with all staff toward the end of Q2 or the beginning of Q3 in the current fiscal year. Quarterly reviews are even better!
Mid-year reviews provide a formal opportunity for a check-in with managers and employees relating to: (SHRM)
Effective mid-year reviews increase employee engagement, strengthen manager/employee relationships, and allow an opportunity to adjust to the current work environment.
One of the primary goals in preparing for a performance appraisal is to move you from an evaluation approach that was based on feelings, opinion and belief, to an appraisal that is based on fact and backed up by meaningful data.
Manager’s Guide to Mid Year Performance Management (PDF) - Ohio State University College of Education and Human Ecology, Human Resources
This worksheet helps managers give constructive performance feedback. It shows how to pinpoint specific behaviors or actions that an employee needs to change, and demonstrates how to prepare a road map for a clear conversation with an employee.
Delivering Difficult Feedback (PDF) - Advisory Board