Employee Conversation – Reasons, Content, and Procedure

Reasons for Employee Conversations

• The employee does not meet the desired performance standards.
• Good performance needs to be recognized.
• Conflicts exist within the team.
• There has been a workplace accident.
• Important information needs to be exchanged.
• An employee returns to work after an extended absence.
• Process changes are planned in the workplace.

What Belongs in an Employee Conversation?

1. Providing Mutual Feedback: In an employee conversation, both parties can provide feedback. For example, the employee’s strengths and weaknesses can be highlighted. However, when mentioning weaknesses, constructive feedback with actionable suggestions for improvement should be provided. Performance evaluation can also take place in this context. Conversely, supervisors should give employees the opportunity to express criticism or praise.
2. Discussing Employee Development: Future prospects and opportunities for further education can also be discussed in employee conversations. This includes discussions about training, further education, and potential career advancement within the company. Therefore, employee conversations are an excellent opportunity to determine how an employee would feel about an upcoming promotion and what their long-term career plans are. Underutilized employees who feel they have no opportunities for development within the company may resign in the future. In times of skills shortages, this can be a significant blow to the employer. That’s why it’s so important to show ambitious employees career paths and opportunities and regularly check if they are satisfied with the current development.
3. Addressing Conflicts and Problems Openly: Where people work together, conflicts arise. This is entirely normal. However, supervisors should ensure that disputes do not solidify but instead seek early resolution. This applies to conflicts between the employee and the employer as well as problems within the team. Employee conversations provide a good opportunity to interview the different parties and understand their perspective. Then, the first step toward resolution has already been taken.
4. Defining Goals and Communicating Expectations: During discussions with employees, supervisors can formulate new company goals as well as individual goals for each employee. At the same time, they should be given the opportunity to express their expectations regarding the work environment, compensation, or other benefits.
5. Employee Motivation: The more the desires and needs of the employee are taken into account, the more recognition and appreciation they will feel. This promotes a better connection to the company and increases the likelihood that they will remain loyal to the company even in times of crisis. Employee conversations are also an excellent opportunity to distribute praise.

What Should Be Considered During an Employee Conversation?

• The conversation should take place on an equal footing.
• Both parties should be allowed to speak and listen to each other.
• Both parties should be given sufficient speaking time.
• Emotions should preferably be left at the door. A constructive discussion is more fruitful.
• Expectations and goals must be realistic.
• Willingness to accept criticism from the employee should always be signaled.

Note: If the conversation takes place due to a conflict between the supervisor and the employee, it may be useful for both parties to have discussions with a third-party mediator beforehand.

How is a Good Employee Conversation Structured?

• Greeting: A friendly greeting lays the groundwork for a polite and respectful conversation.
• Introduction: After both parties have taken their seats, the purpose of the conversation can be explained. It is not always about performance evaluation. Sometimes, employee conversations also involve exchanging information because new processes are being introduced in the company.
• Evaluation: Next, discussions can be held on how projects have gone in the past, whether all goals have been met, and where there may have been deficiencies. Positive achievements should also always be mentioned in the feedback.
• Setting new goals: After the past has been covered, the discussion can turn to the future. This can include new projects, further education, or restructuring in the company. All measures to achieve these goals in the future should be recorded in writing.
• Conclusion: At the end, the supervisor can express their appreciation again and thank the employee for participating in the conversation. A few positive words for motivation also don’t hurt.

• Looking for a template for a successful employee conversation?
• Do you desire feedback and coaching on your employee conversation process?
• Wondering how your conversation process can become even more innovative, automated, and modern?

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Source:

Many thanks to Arbeitsrechte.de for this guest post.

https://www.arbeitsrechte.de/mitarbeitergespraech/