More and more studies find that investing in the workforce does more than improve results; it is a vital talent retention method. Today, people want more than a paycheck. The latest employee engagement data shows employees stay longer if they believe the organization cares about their well-being. Investing in skill building and career development supports that feeling of being cared about.
It is important for organizations to create a feedback-rich environment. This means people regularly receive feedback on individual, department, and company performance. Organizations that prioritize feedback ensure that people hear what they are doing well and make them feel invested in. However, feedback goes both ways. It is important that employees let managers know what they’re doing well and what they could do even better in terms of development.
While there are many ways of investing in the workforce, this column will focus on mid-year conversations. (Hard to believe we’re halfway through 2024!)
If you go to a search engine and type in “mid-year discussions,” you will read many suggestions. I have written on this subject before. In the past several years, I have adjusted my recommendations to make these conversations versus performance reviews. It is natural for performance to be integrated into the session; however, it’s best if the focus is on listening and discussing skill and career development. If a person has performance issues, the mid-year conversation should not be the first time they hear of them. (The manager can hold feedback for a different time, though the performance review should take place as soon as possible.)
When the mid-year session is scheduled, share with the person that the organization is committed to their skill and career development. Connecting the dots to the “why” is critical. Provide them with the list of topics to be discussed ahead of time, as well as asking them to be thinking about what other items they would like to add.
The Conversation
It is always good to start with a review of the company’s mission and values. Connecting on investing in the person is part of the mission. Then, ask them questions like the ones below.
(Please note: You may have employees ranging from short-term, part-time to longer-term, part-time to full-time. The topics below are just suggestions and may be modified to fit each employee’s circumstances. Adjust as needed.)
- What do you like the most about your job? This company?
- In thinking about your coworkers, which ones stand out? We like to recognize individuals, and I will make sure they are recognized for being good coworkers.
- Are there any actions that can be taken to be helpful to you at this time?
- We are committed to investing in and supporting you. If you are comfortable, I’d love to hear about your career goals. We understand that these goals may mean leaving here and they may not. However, we want to support you and your goals. (This question can lead to support action, such as job shadowing, education, special projects, etc.)
- In the area of development, we want to make sure we are supporting skills you would like to enhance. Are there areas in which you want to build your skills?
- What do you bring to your team and the organization that you feel best about?
- How can I help you achieve your goals, enhance your skills, and/or feel great about working here overall?
- If you could improve one thing here, what would you like to see change?
- Is there anything we have not covered?
Then say, “We will keep this information in front of us, and I will continue to ask you how things are going. I want you to know we care about you, and investing in your skill and career development is an indication of that.”
Then ask, “How do you feel about what just took place?”
Finish up with, “Thank you so much for being with us.”
Remember to listen, write down, and follow up on what you learn. The more you show people (not just with words but also with actions) that you care about helping them succeed, grow, and thrive, the more likely they’ll be to think, This is where I want to be.
