A deadline gets missed or the team botches a release. I’ve had the performance expectations conversation (poorly) a few times in my career. Employees walk out demotivated, even if they have been doing fine, managers dread them, and talent groups spend exorbitant amounts of time planning and following up on them. To put it bluntly, most performance conversations suck. The other we aren’t as aware of-informal conversations about expectations and role. One we’re familiar with-the traditional once a year performance review. There are two sides to performance conversations. It can feel disconnected from the current work, but this is the most important conversation when it comes to engagement. It’s easy to spend very little time actually listening to what an employee wants. Often managers combine this with performance conversations, which is a mistake. It’s an easy one to miss since this is fully focused on the employee. The most important part of this conversation is to have it. CareerĬareer is the first conversation because lack of career development is the #1 reason employees leave companies (2015 study from LinkedIn). (I’ll be writing a deeper walk through on each of these in the coming weeks, subscribe to TechBuzz or Manager.School to be notified when they are published). Let’s talk about why each of these is important and an introduction to how you might have them. Here are four key conversations you need to be having regularly with your employees: Even in a remote-first world, you need to be regularly having real conversations with those you work with. We are a long, long way from software being able to deliver value to our talent processes sans conversations. This is one of the reasons 75% of professionals think new technology is contributing to job satisfaction ( Economic Times, 2018). Feedback and recognition apps seem helpful on the outside but can make managers feel like they are connecting with employees when they are not. While I’ve spent my career building technology at places like LinkedIn and Degreed, I am disheartened by the new trend in HR software to attempt to replace conversations. I’m not talking about endless debate in 1-hr meetings of 10+ people - I’m talking about 1:1 conversations between managers and employees. They are a vehicle for new information, for questions, for feedback. “Be brave enough to start a conversation that matters.” Dau VoireĬonversations at work are fuel for decisions and alignment.
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