How do you structure a development discussion effectively? What questions should be asked and what should perhaps not be addressed?
Comprehensive feedback is important. Nevertheless, most employees hardly ever receive clear feedback in their day-to-day work. This is a big mistake - because managers can give employees feedback on their work, identify potential for improvement and drive the development of individual employees with a so-called development review.
In this way, a development review fulfills several functions at once:
The development discussion is a special form of employee discussion between the manager and the employee. The focus of such a discussion is on two points:
Promotion discussions are a good occasion for praising good performance. But they should also be used by managers to express criticism. If this is done in a factual and supportive manner, employees are usually willing to adjust their behavior accordingly.
After all, employees who receive praise as well as criticism are much more cooperative and open to change. In this way, a promotion discussion can lead to individual improvements for individual employees and benefits the company in equal measure.
In addition, by establishing personnel development discussions, companies demonstrate that they are acting in a particularly employee- and future-oriented manner. Companies that integrate development discussions into their employer branding show applicants that they are interested in long-term cooperation and the personal development of their employees.
This makes the company an attractive employer and leads to greater persuasiveness in the war for talent.
A promotion interview brings benefits for both companies and employees. Companies can benefit from the following positive effects:
Conversations between employees and managers are designed to increase overall job satisfaction. This has a direct impact on the company's productivity. Thus, personnel development and the implementation of such discussions is an important building block for achieving all corporate goals.
That is why the development discussion is also one of the most important management tasks of bosses and supervisors.
In principle, the development discussion with a manager gives employees the opportunity to receive a concrete assessment of their performance and to find starting points that can be improved.
New and young employees who have received little or no feedback so far can benefit from this. If managers offer approaches to solutions and a concrete opportunity for improvement, employees can act appropriately.
Concrete tips and suggestions for change can include training, continuing education or seminars. All measures should always be in line with the employee's goals as well as the company's goals.
This means in detail: If an employee wants to develop further, it is the task of the manager to grant him this opportunity and to offer appropriate solutions. In doing so, a development opportunity should be found that explicitly fits the employee's job, workplace, and daily tasks and functions.
Thus, such discussions between the boss and the employee help in finding fault and are key to future development that is in the interest of both parties. It is therefore a win-win situation for each side.
The exact rhythm of such discussions should be determined on an individual basis. Depending on the situation and measures, very different intervals may be appropriate. As a rule, the following intervals apply:
As a rule, supervisors should give employees sufficient time to internalize what they have learned and implement it in their daily work. After all, development takes time and takes place in phases - external pressure can be a hindrance.
The key to leadership is communication - and this should take place at different levels and in different forms. An employee development review should always have the following goals:
To achieve this, detailed preparation is required. This preparation should be carried out both on the part of the employee and on the part of the company. A guideline is particularly useful for this.
Such a schedule enables employees to be given sufficient lead time and to prepare themselves perfectly.
Important: In the following, we offer a typical guideline that can provide important pointers for a concrete procedure.
However, our guide should not be used as a checklist that can be worked through point by point. Rather, it serves as a rough guide and assistance.
In order to prepare for the interview in the best possible way, all parties involved should ask themselves certain questions. These help to gain a critical self-assessment and a good understanding of the current situation. The following questions can help here:
Our tip: Of course, such conversations should always be held in private, away from the team and colleagues. Disturbances caused by smartphones, telephones and the like should be avoided at all costs during the conversation.
In addition, a particularly open and trustworthy atmosphere can help to make the conversation effective.
During the conversation, it is not uncommon for completely unexpected turns to occur. Both parties should be prepared for this as well.
Managers and employees should always keep a cool head, remain calm and open-minded. Otherwise, the following points should be discussed during the conversation:
The weeks following the appraisal interview are just as crucial. During these weeks, it is important to check whether the agreements discussed are being adhered to and whether the employee concerned is sticking to the agreed targets. Managers should take a close look and ask the employee again if necessary.
Equally important is the long-term motivation of employees. In other words, no pressure should be exerted, but rather reference should be made to prospects and opportunities for development.
In order for an appraisal interview to be successful, certain rules should be followed. Enclosed you will find checklists with the most important dos and don'ts:
Employee appraisals are a welcome opportunity for employers and employees. They help employees to identify and fully exploit development potential. This gives employees the chance to pursue targeted training and tinker with their careers.
But companies also benefit from regular employee reviews. They have the opportunity to "shape" employees and at the same time can increase employee satisfaction. This increases the company's productivity and ensures a high level of employee loyalty in the long term.
Learn more about probationary period interviews in this checklist: How to get off to the best start, which phases there are and what to look out for in them.
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