Hi! Welcome to the module on Performance Conversations.
Do you experience hesitation in discussing work performance with your manager?
Are there times when you feel these conversations could have been better?
Do you feel energized and get a sense of direction after these conversations?
We believe that performance conversations are enablers for great achievements at work. This eModule will provide a structured approach for conducting a meaningful performance conversation at work.
Let's get started!

At the end of this module, you should be able to:
Utilize the GROW model as a performance conversation process
Employ the various Do’s and Don'ts of a performance conversation
Align employee efforts with the needs of the organization
Enable the team member to identify the areas of development
Conduct an effective performance conversation

Let us take a focused view into the elements of performance conversations.
A performance conversation is a discussion between the manager and the team member to review the year gone by and plan for the future.
A performance conversation is:
A shared responsibility between the manager and the team member
A participative process
A means to recognize achievements
An on-going process during the year
A platform to identify developmental needs

Performance conversations are crucial for the growth of an individual and of the organization at large. An effective performance conversation enables team members in the following ways:
Motivates team members by engaging them positively.
Enables them to take better decisions.
Makes them think of effective solutions.
Provides them with resources important for developing their skills.
Creates an environment to communicate, share ideas, opinions, and information transparently.

Now that we have gone over the preparation points, let us move into the structure followed by an effective performance conversation.
We follow the GROW model for performance conversations.
The GROW model involves four aspects, let us understand each one in detail.

Let us begin with the first aspect of the GROW model.
Set the Goal of the meeting.
The following points act as a guideline:
Plan the agenda for the meeting
Ensure all documents are kept ready
Make the team member feel comfortable
Set the context of the meeting
Explain the importance of this conversation

Here's a possibility of having two distinct types of performance conversations. Each sets the tone of the meeting differently.

Click the right and left arrows to move ahead and back.

Good Morning Suresh! How have you been doing?

Good Morning Sir! I have been doing great. Thank you for asking me.

In today's discussion we will focus on your performance for the last year and create a development plan for you. To begin with could you share your experience of the work in the last year. Are you satisfied?

Yes, extremely satisfying. There were many opportunities for me to perform and I have learnt a lot from them. There were some challenges too. However, they helped me to grow as a professional and as an individual.

Good Morning Suresh!

Good Morning Arun!

Let’s get started! If you have to rate the year gone by on a scale of 10, would you say you brought your best self to your performance?

I think I would rate it at a seven.

We heard two versions of a performance conversation. Which of these versions has set the right tone for the discussion?

Select the correct option and click Submit.

Conversation A

That's correct! As a manager, its your responsibility to provide comfort to your team member and create an atmosphere for an open discussion about his concerns. Your communication with him in those initial minutes sets the tone for the success of the meeting.

Conversation B

Not Quite. As a manager, it is your responsibility to provide comfort to your team member and create an atmosphere for an open discussion about his concerns. Your communication with him in those initial minutes sets the tone for the success of the meeting.

Hence, it is important to break the ice at first, and then get into the details of his performance.

While you initiate this conversation, it is critical that we do not discuss ratings. Discussing ratings will de-focus the team member from working on his developmental plan

After setting the right tone for the meeting, the discussion should move to assessing the reality of the current situation.

So, how do you think you have performed this year?

It has been eventful and still balanced. There have been multiple achievements, and some challenges too.

In most discussions, people try to solve a problem or reach a goal without fully considering the background or the facts. Thereby, missing some useful information that they need in order to reach their goal effectively. Here, we look at how to fully understand the situations and the performance of the team member.

Assess the Reality of the Situation

The following points act as a guideline:
Ascertain targets set at the start of the year are fulfilled
Assess if it has conflicted with any other goals or objectives
Identify various challenges– cost, resources, time
Check whether tasks were handled appropriately as per guidelines
Appreciate the good efforts of the team member

Here are some questions you could ask to assess the reality of the situation:
List down some of your key achievements and challenges from the year gone by.
How did you achieve it?
What is the result and impact of the work done?
What could you have done better?
How have you utilized your strengths?

Let us look at how we could lead the conversation from setting the goal of the meeting to assessing the realities.
I have reviewed your performance on the projects that you have handled last year. I would rate your performance as 6 in the yield improvement project.
Hmmm. Ok. I gave my best in the project.
Click the right and left arrows to move ahead and back.
That sounds great!
Let us talk about the key projects that you have undertaken last year? In the yield improvement project how was your experience? What were your key contributions? What kind of challenges did you face?
The project was a great learning experience. I managed to complete the project meeting all the deliverables. However, I could not meet all the timelines as per plan due to resource constraints in terms of contractual manpower.

Once the conversation has been initiated, which of the two conversation formats presented is a better way of leading the conversation in to a performance analysis? Select the correct option and click Submit.

Conversation A
Not quite. Once a conversation has been initiated, the best way to lead it in to a performance analysis is to start with an overview of the previous year.
Using appreciation for good work is also a great start to the analysis! Your conversation should cover the achievements of the team member from the previous year, the challenges faced, areas of concern that the team member may have and if his or her goals from the previous year have been met with.
Conversation B
That’s correct! Once a conversation has been initiated, the best way to lead it in to a performance analysis is to start with an overview of the previous year.
Using appreciation for good work is also a great start to the analysis! Your conversation should cover the achievements of the team member from the previous year, the challenges faced, areas of concern that the team member may have and if his or her goals from the previous year have been met with.

Once we have done an analysis of the previous year, we look for options of how certain tasks could have been done better.
Given the resource constraint we had, do you think there was any other way that you could have taken this task to completion on time?
Yes, now that I look back a few options do come to mind.

Once you and your team member have discussed the current reality, it's time to determine the possible options that can be explored for overcoming the challenges and reaching the desired goals.
Options For Overcoming Challenges
Help your team member to come up with as many good options as possible. Discuss and help them decide on the best ones.
By all means, offer your own suggestions in this step.
However, let your team member offer suggestions first, and do most of the talking. It's important to guide them in the right direction, without actually making decisions for them.

The following points act as a guideline to explore options:
Don’t make judgments and kill the options.
Listen to understand.
Evaluate different ways of handling the challenges.
Plan to address any new Developmental needs.
Here are some questions you could ask to check for options:
Are they any better ways of doing the similar task?
What are the advantages and disadvantages of each option?
How will you evaluate the options?
What do you need to stop doing in order to achieve this goal?
After deliberating on these options, the manager facilitates creation of the Individual Development Plan or IDP for the team member.

After the reality of the situation is assessed, we step into the next phase of the conversation which is to explore options and possibilities. Click the right and left arrows to move ahead and back.
When faced with a constraint we must look for alternatives. What all could you have done to overcome this resource constraint?
I agree. I should have estimated the efforts required to do this job in the required timelines and added that to my budgets. Also I should have worked with the other cross functional teams in understanding their turnaround time.
Each project and role has challenges. You must learn to quickly resolve these challenges and move forward.
Ok. I will ensure that I take care of that moving forward.

When faced with a challenge, you explore alternatives and possibilities of doing the task differently. Which of the two approaches would you take to explore alternatives and options?
Select the correct option and click Submit.
Conversation A
That’s correct! We must identify the constraints and probe the team member to look for alternatives. Help your team member come up with as many possibilities. This makes him or her realize what all they could do when faced with a challenge in the future.
Conversation B
Not quite. We must identify the constraints and probe the team member to look for alternatives. Help your team member come up with as many possibilities. This makes him or her realize what all they could do when faced with a challenge in the future.

Having assessed all the options, your team member has a good idea of how he would like to plan for the coming year.
Now that we have looked at multiple options and their advantages, I am sure we could work on your way forward for the coming year.
Surely. It makes me realize what all I could do to develop myself and meet all my targets.

By explaining the current Reality and exploring the Options, your team member will now have a good idea of how he can achieve his goals.
Wrapping up the discussion with a concrete Individual development plan helps gain the commitment of the team member to specific actions in future.
In doing this, you will help him establish his will and boost his motivation.

The following points act as guidelines:
Help the team member to see the way forward
Complete the IDP form
Set a review mechanism to track the progress of the developmental plan.
Commit to a realistic support to the plan
Be positive
Here are some questions you could ask while wrapping-up:
How will you work on your development?
What kind of support would you need?
How often do we need to review progress? Daily, weekly, monthly?
What kind of education, exposure and experience would you plan for yourself?
Always close on a positive note leaving the team member confident and motivated.

When wrapping up, encourage the team member to make detailed notes of the points being covered.
Post the discussion, the Development Plan format is handed over so that the team member can begin filling it in.
Keep one copy for yourself as you might have to refer to it when team members have queries.
You both need to agree on reviewing it together at regular intervals during the year.

As a part of closing the meeting, you should help your team member fill in the IDP.
Now that we have discussed all the points, you need to fill in the IDP. Plan your coming year wisely.
I wish you good luck!
Yes, sure. I shall submit the same to you once done. Thank you!
Click the right and left arrows to move ahead and back.
Let us now create an action plan for you for the coming year. What kind of support do you think you will need?
I will need to work on my planning and organizing skills. For the next project I will create a Project Plan and then request your feedback on the same. I will also meet all stakeholders and gather expectations from them. In this way I will be able to estimate the effort required in the project.
Perfect! Then let us plan the next review date.
Sure. I think first week, next month should be good.

To bring the meeting to a closure, what approach would you take? Select the correct option and click Submit.
Conversation A
Not quite. A team member looks up to a manager in terms of support in new ventures or improvement in quality of work. As a manager, its your responsibility to create that communication channel between you and the team members. You can help the team member, directly or indirectly in a manner that he achieves his target. The manager and team member need to mutually decide on a date when they will discuss the progress on the IDP.
Conversation B
That’s correct! A team member looks up to a manager in terms of support in new ventures or improvement in quality of work. As a manager, its your responsibility to create that communication channel between you and the team members. You can help the team member, directly or indirectly in a manner that he achieves his target. The manager and team member need to mutually decide on a date when they will discuss the progress on the IDP.

Congratulations on completing the module on Performance Conversations!
We believe in having meaningful conversations that lead to individual growth and that of the organization.
We wish you best in having a fruitful Performance Conversation that will help you progress in your developmental journey!

You have reached the end of the module on Performance Conversations. Here is a quick recap of the GROW model:
G - Goals of the meeting must be set in the initial few minutes
R is for the Reality of the situation which must be assessed to look into the challenges being faced.
O Options should be analysed for overcoming challenges and support required
W Wrapping-up should be planning the next steps forward and should leave the employee on a positive note.