That’s how “the good conversation” gets even better!

 

The Good Conversation

To create a more modern feedback cycle, many organizations and HR professionals are encouraging “the good conversation.” No more conversations as “mandatory obligations,” but rather genuine, open (developmental) dialogues between employees and managers. Positive, concrete, and results-oriented to ensure better performance and higher engagement. A key success factor here is to keep in mind the different types of conversations that take place.  

What Is “The Good Conversation” in HRM?

The term “the good conversation” has been used more and more frequently in recent years in the fields of organizational development and HRM. At first glance, it may sound a bit “vague,” but in fact, it refers to a very concrete process. In this process, people in organizations engage in purposeful conversations about their talents and development. Often, this is a dialogue between an employee and a manager, coach, or HR professional. But these conversations can also take place among colleagues. In fact, the “good conversation” (also known as the “continuous dialogue”) is the backbone of the performance review cycle. Traditionally, this cycle was centered around performance reviews and evaluations. That traditional approach is often perceived as uninspiring or even demotivating. As a result, more and more organizations are now striving for a more modern, customized conversation cycle that transforms the counterproductive routine of the traditional conversation cycle into a constructive dialogue. This involves more flexible and accessible conversations that are more tailored to individual needs and based on equality. Such a conversation is primarily conducted collaboratively and at appropriate times. It has a clear focus on goals and making (better) use of talents. And to that end, you determine the specific actions together.  

Characteristics of a Good Discussion

A modern development conversation is primarily about employee development, with personal attention as a key success factor. It’s a two-way process: initiated by both employees and managers. It can take the form of an ongoing dialogue, but the conversations should take place at least several times a year. At least four times a year, but preferably even more often in an accessible manner. This keeps (personal) development and engagement front and center and allows for timely adjustments when needed. In fact, it’s not necessarily about having more conversations, but rather different ones. Not mandatory conversations, but open discussions that truly contribute to improving performance, job satisfaction, and employee engagement. So much for the theory. How do you put this into daily practice within an organization?  

How does this work in practice?

Using a (digital) development cycle, individual and team development can be facilitated through the intended types of conversations. The starting point is usually the job classification system and the job profiles within an organization. The principles of the conversation cycle are built around these. Objectively designed questionnaires can help bring the conversations up to the right level quickly and with solid support. An important consideration is effectively facilitating the various types of discussions that are needed. In addition to in-person meetings, this often involves shorter remote digital interactions. A digital discussion cycle can also serve as a solid foundation for the approach, to which in-person meetings are then added. Also keep in mind the various conversation cycles that are needed: at different times and for different purposes. Consider, for example, these conversation formats and their characteristics:

• Bila: The daily to-do list with specific work agreements established during a one-on-one meeting. This can take place between a manager and an employee, but also between colleagues. In addition to general notes, it’s helpful to document for each agreement who will carry out what and when.
• Bila+: For the basic development cycle of (often operational) employees. They and their managers want to be able to initiate these discussions themselves to provide input on topics such as: Work, Learning & Development, Health & Fitness, Collaboration & Leadership, and Family & Social Contacts. With this input, a concrete action list can be established. It is also valuable if the history and progress can be documented immediately.
• Development Meeting: As part of an agile development cycle, it is helpful to be able to schedule development meetings based on individual needs. For trainees, for example, every two weeks; for a senior employee with extensive experience, perhaps once a year or every six months. Key components of a development meeting include: Education & Training, Documents, Job Profile (hard & soft skills), 360-degree feedback, and the Development Plan (by competency and result area).
• Annual Review: For a development cycle in which an annual review is conducted to evaluate performance and set development goals. In addition to these components, employee well-being can also be assessed. The performance agreements and competencies can then be assessed separately. Afterward, a single development plan is created. It is beneficial if each annual review can be digitally signed by both the employee and the manager.
• Annual Cycle: The traditional review cycle consists of a planning, performance, and evaluation meeting. All components from the four cycles just described are included in the Annual Cycle. This can be supplemented with additional open-ended questions for each phase, for both the employee and the manager. In this way, the entire traditional cycle is digitized. As a result, the Annual Cycle becomes a very comprehensive and complete form of evaluation and development.

Streamlining a (digital) meeting cycle that includes one or more of these components requires a robust development platform (such as hrmforce, which supports all the components mentioned). A well-thought-out performance review cycle and an (online) platform that supports it form the foundation for truly effective development discussions.  

From Good to Better Conversations

The actual discussions can then take place in all the different formats that are valuable to employees, managers, and the organization-with the previously mentioned characteristics of a good discussion as essential elements. HRMforce can also assist as a strategic implementation partner in effectively utilizing the right conversation techniques during the actual discussions. In this context, asking follow-up questions is important to elicit the right input and feedback during the conversation. For example, by asking about personality-related topics. How is someone feeling? What gives him or her energy? What, on the other hand, drains their energy? What does someone want to focus more attention on? And consider questions about their current and future role. How is someone currently fulfilling their role? Which talents does someone want to utilize more? What knowledge and skills are needed for that? These types of questions definitely come up when meaningful conversations take place. And above all, make sure to start with open-ended questions, driven by genuine interest and curiosity-without making assumptions or thinking in terms of “right” or “wrong.” Working with the previously mentioned objective questionnaires can make the conversations even more impactful, ensuring that these meaningful conversations continue to improve.