1

CareerConversation2:Feedback&
careerplanning

HAVINGSUCCESSFULCAREERCONVERSATIONS
Feedback&careerplanning
Forthetalentreviewcycletohaverealvalue,honestandrealisticconversationswillneedtotake
placebetweenlinemanagersandemployees

TOPTIPS
1. Placeyourselfintheshoesoftheotherperson

Ifyouwerethem,whatwouldyouwanttodiscussorknow?

2. Beprepared

Determineyourobjectivesfortheconversationbeforeyougoin

Useaframeworktosupportyourconversation

Think about the employee and your own perspectives on their career, strengths and
developmentareasbeforeyougoin

3. Asklotsofquestions

Appreciatetheuniquenessofeachperson

Seektotrulyunderstandtheirperspective

Probetodiscoverusefulinformation

Makesureyoulistenasmuchasyouspeak

4. Betransparent

Youareexpectingtheindividualtobehonestandopenwithyoudothesameinreturn

Dontcreateunrealisticexpectations

5. FinalizeinformationinRHRToolbox

Ensure your inscope employees finalize relevant information in the Career

DevelopmentForm

SUGGESTEDCAREERCONVERSATIONSTRUCTURE

Theobjectiveofthisconversationis:

To feed back to the individual the outputs of the Annual Talent Review
To help the individual to further plan their career development actions

Section Pointsofdiscussion
Open
Explainpurposeandoutcomesofthe
meeting discussion

Engage

Outlinethatthisisafollowupcareer
conversationnowthattheAnnualTalent
Reviewhashappened,butthatthe
dialoguewillalsocontinuethroughoutthe
year
Recapwhatyouspokeabouttogetherlast
time
Donotshare9boxgridmappingitsnot
helpfulandtheconversationisMUCHmore
importantthanarating

Sharewiththeminformationaboutany
successionplanstheymaybeon
Askfortheirresponsetothesethoughts
andhowtheserelatetotheircareer
aspirations
Seektofindareasofagreementandwhere
thereismisalignment,workthroughthis
withthem
Explore their career aspirations in further
depth and offer advice about how to
achievethem

Close

Askwhatsupporttheyneedfromyou
Agreeandconfirmcommitmentsand
actionsincludingdates.

Usefulcontent/questions
WearemeetingagainsothatIcanfeedbacktheoutputsof
theAnnualTalentReviewandsharemorethoughtswithyou
aboutyourfuturecareeratRIL
Welldiscussthisindepth,exploreyourthoughtsaboutitand
alsoagreeamoredetailedcareerdevelopmentplanand
developmentactions
Wellbediscussingthisatintervalsthroughouttheyearto
checkinonprogressandmakesureyouremainontrack

LasttimewespokeaboutX...Sowellbefollowingupon
thatagaininthissession
However,doshareaviewontheirpotentialandtheirfuture
inRIL:E.g.Theleadershipteamacknowledgedyourimportant
contributiontotheteamandexpressedhowimpressedthey
arewithyourperformance.Atthemomentwewantto
continuetodevelopyouatyourcurrentleveltomaintain
this.
Outlinekeydevelopmentareas
Explainyourviewonwhethertheirnextroleislikelytobea
lateralmoveorpromotions
Describewhatthetimingsmightbe
Haveadiscussionaboutspecificroleswhichmightbesuitable

Howdoyoufeelaboutthisfeedback?Doesitresonatewith
you?
Isthereanythingyouhavefurthercomments/questionson?
Howdoesthisalignwithyourcareeraspirations?
Usetheexploringeachothersreasoningmodeltowork
through
Howspecificallydoyouthinkyoucouldgoaboutachieving
yourcareeraspirations?
Inmyexperience,thefollowingmighthelpyouXX
Howdoyoufeelabout(insertpossibleaction)
Iwonderwhetherwecoulddothefollowingtogethertohelp
you(insertpossibleaction)
Whatyouwilldotosupporttheminachievingtheirgoals
Whattheywilldototaketheircareerplanforward
ConfirmthattheywillnowgointotheirCareerPlanningForm
andupdateitbasedonyourconversation

GIVINGEMPLOYEESFEEDBACK

DOs
Focusonbehavior,nottheperson

DONTs
Thinkupcounterargumentswhilethe
employeeisspeaking

Bespecificdescribetheexactsituation,
notgeneralizations

Argueandbecomedefensive

Listenactivelymakeeyecontact,nod,
takenotes

Interruptunnecessarilylettheemployee
havetheirsay

Focusdiscussiononfutureandhowto
resolvetheissue

Reactemotionallykeepcalm,voice
lowered,usingcalmgestures

Havefactstosupportyourfeedback

UsewordsorphraseswithIthink,All,
Never,Always,Whatelse?

Behonestdontshyawayfromgiving
feedbackjustbecausethemessageis
difficult

TAILORINGTHECONVERSATIONACCORDINGTOTHESITUATION

High Upwards Potential (+2

levels)

Focus should be on urgently increasing

performance, so highlight any inconsistencies
or gaps in the individuals performance and what needs
to be different for you to be satisfied with their
performance.
Acknowledge their potential and highlight what you see
in them that suggests that they are capable of more
Discuss career aspirations and job fit.
Indicate the plan to implement a Performance
Improvement Plan (if not already in place).

Potential for Growth (+1

level)

Recognize the contribution they are making.

Highlight the potential you see in them and the
type of role and level you see them progressing towards.
Explain that the short term focus will be how to stretch
them to high performance while developing them to
realize their potential.
Discuss the future roles / succession plan options and
timing. If possible, be specific about timing of the next
move and mot likely future job roles and level.
Explore ways to maximize their contribution.
Be honest about the individuals key development areas,
if they want to progress

Develop at current level

Recognize the contribution the individual is

making and reinforce the value that you and RIL
place on them
Highlight the potential you see in them and share detail
on the types of job for which they are considered
potential future successors
Explain that the short term focus will be how to stretch
them to high performance while developing them to
realize their potential
Discuss future role/ succession plan options. If possible ,
be specific about timing of next move and most likely
future job roles and level (including 2-3 roles out).
Be honest about the individuals key development areas,
if they want to progress

Focus should be on urgently increasing

performance, so highlight any inconsistencies
or gaps in the individuals performance and what needs
to be different for you to be satisfied with their
performance.
Acknowledge their potential and highlight what you see
in them that suggests that they are capable of more.
Discuss career aspirations and job fit.
Indicate the plan to implement a Performance Plan ( if
not already in place).

Focus should be on urgently increasing

performance, so highlight any
inconsistencies or gaps in the individuals performance
and what needs to be different for you to be satisfied
with their performance
Acknowledge their potential and highlight what you
see in them that suggests that they are capable of
more.
Discuss career aspirations and job fit.

Average / Poor

Recognize the contribution they are making.

Explain that at this point in time we see them
developing at their current level and highlight the scope
for personal and professional development within their
current level ( either in their current role or lateral move).
This doesnt mean they will never progress upwards but
at this point in time we think this is unlikely within the
medium term based on current evidence and structure
Remind them that the talent reviews occur annually, and
the companys view on an individuals potential and
future opportunities can change.
Explore what they can do to achieve high performance
at their current level whether in the current role or role of
the same size / complexity.
Share with the individual what the potential gap is i.e.
what they would need to do more of / less of in order to
see them progress to the next level.
Met Expectations

Retention is key so focus on engagement

and motivation.
Reinforce the value you and RIL place on them
Make no promises but be honest about the individual's
value and potential . Share detail on the likely timing
and types of roles for which they are considered
potential future successors
Discuss future roles / succession plan options. If
possible, be specific about timing of next move and
most likely future job roles and level (including 2-3 roles
out).
Be honest about what the individuals key development
areas in order for them to progress.
Recognize the significant contribution the
individual is making and reinforce the value
that you and RIL place on them
Discuss future roles / succession plan options . If
possible , be specific about timing of the next move and
most likely future job roles and level.
Be honest about the individuals key development
areas, if they want to progress

Recognize the significant and consistent

contribution the individual is making and
reinforce the value that you and RIL place on them, often
as a technical expert or specialist. This is critical to keep
engagement levels from falling.
Explain that at this point in time we see hem developing
their current level and highlight the scope for personal
and professional development within their current level (
either in current role or lateral moves). This does not
mean they will never progress upwards but they are
unlikely to do so within the medium term based on
current evidence and structure.
Remind them that talent reviews occur annually, and the
companys view on individuals potential and future
opportunities can change.
Seek to understand what will motivate them and assist
them to develop at their current level
Exceeds expectations / Significantly Exceeds
Expectations

DEVELOPMENTIDEAS

On the job experience (70%)

Learning from others (20%)

Build skills and experiences in your

current job
Expand or change the
responsibilities in your current job
Move to a different type of job in
your team, business unit, function
or elsewhere in the company
Move into more demanding or
larger roles
Take on a stretch assignment
Be on a task force
Participate in job exchanges, a job
rotation assignment or a
secondment
Serve on a project team or
participate in a research project
Cover for someone on leave
Deputise at leadership meetings
Practice new behaviours (e.g. at
scheduled meetings)
Try a different approach (e.g. more
structure) on a new piece of work

Participate in an internal or external

networking event
Expand your internal network
Shadow someone in a different role
Ask for feedback e.g. upward, 360
Ask in advance for feedback on a
presentation
Learn through teamwork
Present at an industry or internal
conference, or to a management
team
Find a mentor or be mentored
Find a coach or coach others
Develop/train others
Attend/run information sessions e.g.
Lunch & Learn
Schedule a meeting/lunch with
senior colleague to find out what
they do
Serve a Non-Profit Board
Attend Industry Association
meetings

Education and training (10%)

Functional Skills Training
Leadership Training
Certifications and further
qualifications
Books, newspapers, articles etc.
Internet
Online learning
Seminars
Conferences