- Name – of the person.
- Value – From the top, be clear on the value of the work being done by this person in relation to the overall purpose of the business. What does this person’s work add to the overall work of the business?
- Goals – What and How – note a small number of goals, as agreed from previous discussions when you were planning the work, and make some notes about what work was done, what goals were achieved and how that work was done (supportively of the whole team, in line with the values of the business, as part of a small group, in partnership with a customer). This is the part that brings the work to life in a way that is relevant to the team and the customer.
- Ratings – Use the scale as noted. Firstly, score against goals, using measurement or direct feedback wherever possible. Secondly, score contribution to the business, customers, and team. Finally, show the overall score relative to the rest of the team, which gives the person an insight into where they sit compared to the overall standard.
- Relationships – Talk through the relationship between the individual and you as their boss. Then discuss the relationship between this person and the team. And finally, discuss the relationship between this person and the overall community. The community can include customers, suppliers, and other teams in the business.
- Development – Start by talking through the individual’s strengths that can be leveraged and used to support other members of the team. Then talk about ideal development opportunities, such as real work that this person would like to do. Move to the other side, talking about barriers and limitations, leaning into any that are preventing a great contribution and need to be addressed. Finish with a quick note on any specific training you’ve agreed to.
- Challenge – The best teams and businesses are filled with people who feel challenged to do something outside of their comfort zone. Of course, people need to feel supported as well, so this is your opportunity to talk about what you think they could do as a challenge, and how you could support them to do this.
- Conversation – this is the individual’s opportunity to give their feedback. They can do this in the moment, or they can sleep on it, and pass it back to you in a few days. The first three questions you need to hear the answers to: Did they think the conversation was fair? Was it valuable and useful to them? And do they think it was forward facing and therefore leaving them feeling confidently part of the future? Finally, it’s a space for them to provide their challenge – How could this conversation be even more effective?
And that’s a good conversation. You not only use it to reassure and coach. You also get a bunch of growth from it yourself. That’s very worthwhile for everyone involved. Keep track of their performance going forward to ensure they are clear as they move forward through their career.