The Planning Meeting: Essential for Every Business

 

Conducting a Performance Review

It’s common for employees to be taken by surprise during a performance review. Suddenly, it becomes clear that the employer is dissatisfied. Only then does the employee learn what the objectives were and what was expected. You can prevent this by holding a planning meeting at the beginning of each year. During a planning meeting, the employee and manager discuss plans for the coming year together. They make concrete agreements and set clear goals. This meeting marks the beginning of a cycle that also includes the evaluation meeting and the performance review. Together, they form the development meeting. Talent development is becoming increasingly important. Standing still means falling behind. Here are 5 tips for a successful planning meeting.

1. Start from a position of equality

Having a good conversation isn’t always easy. People often don’t listen to each other very well and are too quick to judge. In a planning meeting, there may seem to be an imbalance-the manager is higher up in the hierarchy. However, modern organizations are increasingly moving away from old hierarchical structures. The meeting should therefore take place on an equal footing. Listen carefully to what employees have to say. Compare this with your own objectives and adjust course where necessary.

2. Be clear about the purpose and value of the meeting

Just because you consider planning meetings important doesn’t mean your employees feel the same way. Therefore, make it clear in advance why a development meeting is important for:

• The organization
• The employee themselves

Explain why your organization values talent development. Describe how employees can take ownership of their own development. Also explain the difference between a planning meeting and a performance review. The purpose of this specific meeting must be clear. In planning meetings, you articulate expectations and set goals. These objectives should be the result of a two-way conversation. Both parties contribute their expectations, ideas, and wishes. The goals must be specific. A goal such as “show more initiative” is too vague. The employee can interpret it in many ways, and it’s difficult to measure.

3. Set SMART goals

When you formulate goals, you must be able to monitor them. Make them “SMART”:

• Specific: Is the objective concrete enough?
• Measurable: Can you measure the result?
• Acceptable: Do both parties agree on it?
• Realistic: Is the goal achievable?
• Time-bound: When does it need to be completed?

For an even more comprehensive approach, you can opt for SMART ER :

• Ecological: Does the goal align with the employee’s experience and capabilities?
• Relevant: Is the goal valuable to the organization?

Schedule the meeting well in advance so that both parties can prepare thoroughly.

4. Focus on the positive

It’s easy to focus on what’s going wrong during development discussions. But talent development is actually about highlighting the employee’s strengths. By emphasizing the positive, you build the employee’s confidence and encourage further growth. Build on what’s already going well. As a manager, ask yourself: “How can I make sure you feel even more comfortable in your role?” And: “How can you make the most of your strengths?” For the employee, the question is: “How can I get the best out of myself and make a meaningful contribution to the organization?” This positive approach works for both sides and yields the best results.

5. Schedule a follow-up meeting

The employer bases the discussion on the goals the company has set. The employees’ individual goals stem from these. Be careful not to set the bar too high. Take the employee’s competencies into account. Put all agreements in writing and submit them to the employee for approval. Afterward, it’s important that you stick to the agreements made. Use a planning form to document everything. Also schedule a follow-up meeting in the form of a performance review right away.

Conclusion