Part 1 of this article highlighted the trend of more frequent conversations between managers and employees, called “check-ins”, that move performance management to an ongoing conversation focused on continuous improvement. Part 2 spoke to creating a solid foundation for “check-in” conversations by establishing performance expectations and shepherding resources early on. Part 3 is about how to effectively infuse development into “check-ins” since it is highly desired by all generations of the workforce and terrific way to increase employee engagement and retention.
Trend 3 – Prioritize development progression in the “check-in” conversations so that it is prominent yet has no immediate impact on overall performance.
In doing so the employee’s appetite for risk taking increases and will show up in more enthusiastic and meaningful contributions, innovative & creative ideas, and tangible mastery that feeds desired career enrichment and advancement. Trust ensues to the extent the employee is not penalized for risks taken that do not pan out; so be thoughtful about development assignments. Done well, development is a source of inspiration and reward for all.
Know your organization’s stance on development, career enrichment & advancement as well as parameters of risk tolerance.
In practical terms – Employees’ past employment experiences may influence their views. Best to get everyone onto the same page at your organization through your most effective communication venues.
Career enrichment & advancement often include: expanding current job responsibilities, special projects, stretch assignments, horizontal career moves as well as promotions, etc. Risk tolerance is often expressed in terms of specific work assignments.
Clarify employee development targets.
In practical terms – Ensure conversations converge on: development target and why, development initiatives & resources (working through several learning levels: cognitive understanding, awareness of current capability level, application in a safe environment, application via experiential work assignment), and risk parameters.
Why not use a framework that employees are familiar with? My suggestion is to adapt the goals / capabilities & behaviors / resource framework used in establishing performance expectations for increased efficiency. That said, ensure the development and performance expectations are distinct so performance evaluations are limited appropriately.
Adoption benefits – Prioritizing development strengthens employee engagement and retention in countless ways. Employees emerge as stronger contributors / performers, thoughtful risk takers, and architects of their own career progression. Done well, it enriches trust between management and employees. And development fuels succession planning as well as innovation & creativity – the lifeblood of any organization’s products, services, performance and culture.
Stay tuned for part 4 of this article!
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