Tips for Conducting Career Discussions to Support HR Growth

It’s the career conversations you wish you’d had that can change the course of your life. So how can you have them? When people contact me for career coaching, there’s usually a belief that their current workplace doesn’t support them, that there’s no room for growth, that opportunities are limited, that their needs can’t be met, and that they aren’t valued. Sometimes it’s true. But most people have never had the conversation to find out. Only the most proactive employees ask for the conversation. So sometimes I orchestrate it. In a strengths-based leadership program and in the MBA career class I’m teaching, I implemented a “Career Conversation” assignment into the requirements. It’s my attempt to move up the conversation about “my needs, my value, my career opportunities here” from the point of leaving to the present. See, when people leave an organization it’s always, “My needs weren’t met, I didn’t feel valued, I don’t see opportunities there…” But what if we had that conversation proactively? What if managers invited it? Here’s an agenda of discussion items for your “Career Conversation:” ✔️My strengths and how I am using them and how I can use them more ✔️What’s draining me and options to shift things ✔️Contributions I’d love to make ✔️How I’d like to grow and where I’d like to go next ✔️Training or education available to help me reach my goals ✔️Realistic timelines for reaching these goals ✔️Opportunities to increase compensation I’ve seen some incredible things happen in these conversations. There are almost always more opportunities than you can see. ⭐️If you are someone pondering a job change, what would it take to have this internal conversation first? What do you have to lose? You can still leave, but at least you’ll know. ⭐️ If you are a manager, how could you proactively invite this conversation to retain your employees and help them grow before you have to have the conversation as they give their notice? Even if you know you’re job searching, consider that making a move internally might be more possible than you think. You won’t know until you’ve truly had the conversation.

In my previous post, I introduced the first "G" of the 4G manager framework - helping your people ✨ Glow ✨. While this requires skill-building and intention, helping your team Glow is both gratifying and feels good. Many managers are inherently driven to excel in this area. 🚀 However, the second "G" - guiding people to 'Grow' through constructive feedback, productive stretch, and career conversations - can feel disconcerting and uncomfortable to most managers. And yet, avoiding it has real costs to employee development 🌟 Here are some tips to make this G - Grow - feel more approachable and effective: 1️⃣ Constructive Feedback: Focus on pinpointing specific, observable behaviors and their impact on the business or the team. Steer clear of speculating about motives and instead, concentrate on the tangible. Real-time, concrete feedback builds trust far better than waiting for bi-annual reviews to discuss developmental opportunities. 💡 📣 Pro tip: Remember, you're responsible for delivering feedback constructively and objectively, not for how someone chooses to respond. Keep your focus on their growth 🌱, not on expressing yourself. 2️⃣ Productive Stretch: Empower your team to step outside their comfort zones into the realm of "productive discomfort." 🔥 This is where they flex new muscles, learn fresh skills, and ascend the steep slope of their learning journey. 🌈 📣 Pro tip: While it may be challenging to watch someone grapple with challenges before mastering a skill, allow them the space to figure it out independently before stepping in. The steep climb is a vital part of the growth process and isn't meant to be a cozy journey. ⛰️ 3️⃣ Regular Career Conversations: Engage in open, supportive dialogues about your team members' aspirations, focusing on values and desired skills. By doing this, you empower them to embark on new S-curves. 🛤️ 📣 Pro tip: For newcomers to your team, career conversations can center on thriving in their current role, without an immediate focus on their next move. Remember, not all career discussions are about the next step. 🌟 Do you have additional insights on helping your people 'Grow' as we head into review season? Do share!🌱✨ #Management #Leadership #EmployeeDevelopment #CareerGrowth #ProfessionalGrowth

One-on-one meetings with your manager - source of growth and support or a frustrating experience ❓ Questions to turn those meetings into productive, meaningful conversations. First, don't be shy about steering the conversation in a direction that suits you. Here are some categories of questions you can use: 👉 Ask for Guidance and Input: Got challenges or struggling with something (let's call it "X")? Ask your manager for help in navigating and addressing it successfully. Need more resources for project "Y"? Seek ideas and thoughts. Have a brilliant idea "Z"? Get your manager's input on how to make it even better. 👉 Clarify Priorities and Expectations: Make sure you and your manager are on the same page. What should you be prioritizing? Are you taking on the right projects and tasks? Are you meeting your goals and expectations? 👉 Align with the Organization and Its Strategy: Understand how your role fits into the broader strategic goals of the organization. What's happening beyond your department that you should know about? How does your work tie into the company's goals and strategy? 👉 Seek Growth Opportunities and Career Advancement: Talk about your professional goals. What can you do to prepare for greater opportunities? How can you improve and develop to align with the organization's direction? Get insights into your strengths and the next steps in your career. 👉 Get Feedback on Your Performance: Check in on your performance without turning every meeting into a formal evaluation. Are you meeting expectations? What feedback can your manager share about your work? 👉 Build a Relationship: Connect with your manager personally. Ask about their day, how they're doing overall, and what excites them outside of work. It's not all business, you know! 👉 Offer Support: Managers need help too! Ask about their priorities and how you can assist. Maybe they have something keeping them up at night that you can lend a hand with. Now, remember, you don't have to bombard your manager with all these questions in one go! Pick a category or two for each meeting and rotate through them over time, and don't be afraid to dig deeper with follow-up questions like "why?" You'll gain valuable insights into the bigger picture of your work. Use these questions wisely, to turn your 1:1 meetings into an opportunity to build a better relationship with your manager. If you or someone you know is looking for a new role in 2024, DM me "OPENTOWORK" and I'll share ⭐ FREE ⭐ resources to support your job search efforts. 🔽 🔽 🔽 👋 Hi, I'm Graham. Thanks for checking out my Post. Here is what you can do next 🔽 ➕ Follow me to see me in your feed 🔔 Hit the bell on my profile for Post notifications ♻ Inform others in your network via a Share or Repost 📅 Please don't suffer in silence ❗ Book an appointment to discuss your job situation. #career #jobs #business #technology #finance

One of the greatest privileges a leader has is the ability to elevate those around them. Whether you are the leader of an entire function or just a few people, I believe there is no greater proof point to a leader’s impact than when their teams achieve their greatest potential. For many organizations, Thermo Fisher Scientific included, Q1 is highlighted by annual goal setting. But a priority for us throughout 2024 is to ensure career conversations are bigger than simply checking a box once a year. When I think about actively supporting the careers of my team and our HR function, a few strategies come to mind: - Check in often. Use regular 1:1s to assess progress and pivot where needed so the colleague feels they are continuing to progress toward their aspirations. - Use your tools. Many companies offer robust talent planning resources; use what is available to coach your team along the way. - Invest in your own development. Coaching others is a learned skill so do not assume you are always doing it right. - Champion the wins. Use your voice to shine a light on the success of others, fueling them to maintain the momentum. - Be the matchmaker. Keep an eye open for new projects or stretch opportunities based on the colleague’s aspirations. With ever-competing priorities, we all have room to grow when it comes to actively supporting careers. But when do this well, it is a win for everyone– for our companies, our teams and ourselves. #careerdevelopment #lifeatthermofisher

Career development discussions with direct reports on your Marketing Team shouldn't happen just once a year. Many companies have annual evaluation processes that incorporate both a look back at each employee's accomplishments in the preceding fiscal year and a look ahead to career goals in the coming year. But I would argue that a once-a-year look at your employees' career challenges and aspirations isn't often enough. When I worked at Northwestern Mutual, Patrick Stone had a best practice of setting a monthly meeting with each of his direct reports that focused around career development. I saw the wisdom of that and have since adopted it with my team members as well. Those team members I've had since I adopted this practice have universally appreciated having the conversation with me each month. Here are some tips on making these conversations successful that I gleaned from Patrick as well as some that I have compiled based on my own experience: -- Frame your Career Development discussions around annual Goals and Objectives: If your company's culture encourages the development of company, department, team, and individual Goals and Objectives (Gs & Os) each year, then be sure that you have created a set of Gs and Os for your team as a whole and yourself that support your department's and company's annual Gs and Os. Then, work with each individual direct report in having them create their annual Gs & Os. These will provide a backdrop for your monthly Career Development discussions with each team member. -- Schedule these Career Development discussions with each direct report every month: At the beginning of each calendar year, make sure you schedule a Career Development discussion with each direct report each month. These meetings typically can be 30 minutes. If you find that you need a longer amount of time any given month, you can either lengthen it for that month or schedule an additional discussion for that month. -- Make sure the conversation is focused on the employee and listen carefully: Begin the conversation by asking how the employee is doing and how they feel their role is going. Listen closely to how they answer. You also may have heard them say things or seen them do things since your last monthly Career Development conversation that may have tipped you off to how they're feeling or doing. Evaluate their response to your questions and ask deeper questions if needed. Make sure that your employee knows that they can share openly their feelings, frustrations, or excitement with their role but help them understand that you care about them and their development. -- Discuss progress on annual Gs & Os as needed: While you may already get a sense of your employee's progress on their annual Gs & Os through other, more tactical discussions with them, ask them how they are progressing. What other ideas do you have for regular career development discussions with your direct reports?

It's that time again. The dreaded annual performance review. Annual performance reviews are undeniably ineffective. (Yes, I’m an “HR person” putting a nail in the coffin of an activity that’s been our swan-song for eons….)    Survey after notable survey have reported that nearly every manager AND employee questioned believe that annual performance reviews weren’t effective or useful.    My friends, the traditional process is flawed.    Why?    First, the traditional review process focuses on the past rather than the future. This backward-looking conversation has shown to demotivate employees. (And, who really remembers what they did 11 months ago!? Raise your hand if you’ve reviewed your calendar from the past 12-months to remember what you did and accomplished? 🙋♀️)    So, how do you hold staff accountable while avoiding a cumbersome (and demoralizing) conversation?    Here’s the deal -    Employees prefer consistent, timely feedback to address roadblocks, receive recognition, and build a foundation of trust with their leaders. That’s why a less formal, more consistent approach to performance management benefits employee, team, and business success.    So, what should the process be?     1. 𝗠𝗼𝗻𝘁𝗵𝗹𝘆 𝗢𝗻𝗲-𝗼𝗻-𝗼𝗻𝗲𝘀  These informal meetings serve as an opportunity to recognize employees for their hard work, assess roadblocks, and coach performance. Regular one-on-ones help managers evaluate results as they come, not months later. That way, you can correct ineffective processes before they become a habit.    2. 𝗤𝘂𝗮𝗿𝘁𝗲𝗿𝗹𝘆 𝗰𝗵𝗲𝗰𝗸-𝗶𝗻𝘀  Quarterly checks are a great supplement to your one-on-one opportunities. These can be more formal.    3. 𝗖𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀, 𝘁𝘄𝗼-𝘄𝗮𝘆 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸  This enables both employees and managers to ask for feedback. Not only does this make employees feel like their opinions matter, but it gives managers the insight they need to improve the employee experience and grow as a leader. In addition, your employees will be more likely to accept feedback without hesitation when it goes both ways.    4. 𝗖𝗮𝗿𝗲𝗲𝗿 𝗱𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻𝘀  Career development conversations help employees and managers align on the future. These conversations allow managers to recognize employee talent. When you show an employee that they are valued, you’ll be able to bring out their full potential.    The war for talent is real. It’s critical for leaders to establish a routine where expectations are clear, direct feedback is delivered real-time, and career development is actively supported.    How do you review your employees? And as an employee, how would you like to be reviewed?

🎯 "Got Career Goals? Do This Today To See If You Have The Right Employer To Help You Execute Them" Here's a reality check for you: Career growth is not a solo expedition, it's a partnered journey. And the right partner? Your employer. Now, how do you gauge if you've got the right one? Start by having a conversation with a leader in your organization. This may or may not be your direct manager but someone who has the vision, the drive, and the empathy to truly understand your aspirations. Here's what you need to do: 1️⃣ Request a meeting: Be transparent about its purpose: "My Career Development Goals." 2️⃣ In the meeting, present your career narrative: Outline your journey within the organization, the personal, team, and company successes you've contributed to. 3️⃣ Share your long-term vision: Clearly articulate your 5-year plan, and how your growth aligns with the company's success. 4️⃣ Discuss your immediate actions: What are you doing right now to get there? 5️⃣ Ask for feedback: Ask for their insights and help in refining your plan and setting up a roadmap to success. A true leader and a value-driven employer will not only give you time for this meeting but also: 👉 Actively listen to your presentation 👉 Provide constructive feedback 👉 Help you create a viable plan 👉 Set realistic and achievable goals 👉 Schedule follow-up meetings to track your progress But, what if you don't get this response? Two things to do: 1️⃣ Look in the mirror: Be brutally honest. Are you giving your role the commitment and effort that warrants the employer's investment in your growth? 2️⃣ If the answer is yes, consider a change: If your employer doesn't see your value, maybe it's time to find one who does! What's your experience with career development conversations? Let's discuss below! #CareerGrowth #EmployerEngagement #CareerGoals #EmployeeDevelopment