A script can help you not to lose the thread in a conversation. However, you should keep in mind that the script is only a kind of memory aid and does not provide a rigid structure. Certain points should be worked through, but not necessarily in the order of the script. They should give the employee the opportunity to help shape the course of the conversation – this is the only way constructive communication can work.
Introduction: Be friendly to the employee and talk to them respectfully, and this will create a constructive environment. Your introduction can include:
- A greeting
- Creating a positive atmosphere
- Name time frame
Reason for the conversation: It is important that you and the employee are at the same level. So, at the beginning, decide again what you want to do next and how the interview will proceed.
- Repeat reason for call (e.g. annual call)
- Agree on meeting goals
- Explain the procedure
Exchange: Both you and your employee should discuss the current situation together. In this way, (potential) problems can also be identified.
- Work situation
- Leadership
- Teamwork
Balance: A review of the last interview and what has changed in the employee's day-to-day work as a result is a good transition from the preliminary interview to the actual feedback.
- Back reference to past performance reviews
- Changes since the last conversation
- Recent special incidents
- Special challenges in the recent past
- Achievements
- Failures
Perceptions: You and your employee may have different perspectives on the facts. It is particularly important for both sides to describe their views when dealing with controversial issues.
- The employee's point of view
- Assessment of current performance
Frustrations: An open and clear discussion, in which negative aspects are also addressed, can raise emotions. Give your employees the opportunity to express their frustration. Take each other's feelings seriously, but don't get carried away into an emotional discussion.
Development perspectives: Once the current situation has been discussed, planning for the future can begin. Discuss the employee's ambitions and the possible options.
- The employee's wishes
- Development potentials
- Possible new tasks (areas)
- Career opportunities
Agreements: On the basis of the discussion about possible perspectives, you can work with the employee to make concrete plans for the coming weeks and months. Together, you decide on the period in which transformations are to be completed.
- Timeframe
- Trainings
- New assignments
- Necessary steps, which are required for further development
Conclusion: Ensure that the meeting comes to a positive conclusion. An employee should not leave the meeting feeling disappointed.
- Summary
- Prospect of succession talks
- Thanks for the interview