Personal attention
as a success factor

Satisfied employees. Everyone benefits from that. The employee themselves, team members and also the employer. Assessment and performance interviews have for some time been replaced by ‘the good talk’. An ongoing dialogue aimed at the development of the employee and the growth of the team. Concrete, positive and focused on progress. How do you tackle that?

Shift to ‘the good conversation’

With the good talk, the initiative lies largely with the employee. This can be a quarterly conversation, but short digital check-ins also contribute. The frequency is higher than in traditional progress or assessment interviews. In this program, the manager shifts more to a coaching role. This increases ownership by the employee.

What makes organizations choose this “shift”? The results don’t lie. Engagement increases, absenteeism decreases and employees perform better. The traditional conversation structure is often perceived as formal and uninspiring. The good conversation revolves around equality, flexibility and utilizing talent.

What will be covered?

Personal attention plays a major role. The good talk is low key and is not about checking off requirements, but about what you need as an employee to grow. You discuss your goals, your development and what you need to move forward. This creates more equality between supervisor and employee.

What is your role as a manager or HR professional?

Your role is facilitative and coaching. You help by:

• Provide structure.
• Provide access to information.
• Ask good questions and encourage goals.

Ask not only the other person, but also yourself: Where are the qualities in your team? How do you make better use of them? Where is the team now and where do you want to go? How do you bundle the strengths in your team?

What is your role as an employee?

• Profiling. You make visible where you stand and where you want to go. What are your talents? What do you find important? From your own values arises a firm foundation for development.
• Goals. Your supervisor will help with this, but the responsibility lies with you. Formulate long-term and short-term goals. Don’t have a clear picture yet? Ask questions. To yourself, your manager and your team. By starting the conversation you will see more quickly where you see yourself growing.
• What do you need? Perhaps you are missing knowledge, tools or support. By clearly identifying what you need, you strengthen your development.

Taking ownership

Taking ownership is essential to the good conversation. When you take responsibility for your development, your motivation grows. As a manager, you stimulate that ownership by providing leeway, being transparent and giving trust. Clarity about vision, strategy and tasks helps employees understand their role. When, as a manager, you let go of control, team members see their work as their own rather than as the execution of your wishes.

The good conversation happens when both parties take responsibility for their roles. That makes growth easier and more sustainable.