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<\/a> A guest column by Hedwig Mohl, MOHL-Coaching, Illertissen<\/span><\/p>\nIn addition to the extensive year-end responsibilities, many managers now face the task of conducting \u201cthe\u201d year-end review with their employees.<\/p>\n
Unfortunately, people often \u201cjust start talking\u201d about it hastily and without preparation, just so they can check it off their list. The great opportunities that a well-prepared and structured conversation offers both managers and employees are, sadly, often missed and overlooked. <\/p>\n
Good planning is half the battle!<\/strong><\/p>\n Take advantage of this conversation to further your business success:<\/p>\n Benefit for the company:<\/b><\/p>\n Benefits for the executive:<\/b><\/p>\n Benefits for Employees<\/b><\/p>\n To ensure your conversations achieve the desired results, effective communication is essential. You know, it\u2019s all about the tone! This is especially true for one-on-one conversations. A calm atmosphere, freedom from interruptions, and sufficient time are just as important as preparation. Be sure to schedule this meeting. Never do this on the fly. Let the employees you plan to speak with know well in advance so they, too, can find time to prepare for the conversation. <\/p>\n Structure your conversation and prepare the content. There are many ways to do this. A systematic approach\u2014a consistent framework\u2014can help you save time and make the process easier. This guiding framework should then be shared with your employees so they, too, can prepare. If not, employees will notice. So if you\u2019re the only one following a script, it\u2019s easy for employees to feel as though they\u2019re not in a one-on-one conversation, but rather going through a checklist of pre-determined points with you according to a set formula. This is where the manager\u2019s full range of communication skills comes into play: <\/p>\n 1.<\/span><\/span>The ultimate skill: listening well! Nervous <\/b>employees and young professionals are often unsure of themselves and can be thrown off by the conversation <\/span>feels validated and encouraged to share their thoughts. Experienced employees see this as a sign of appreciation and respond by being willing to provide deeper insight into their assessments. Take advantage of this opportunity and pay attention to the messages they convey. <\/p>\n 2.<\/span><\/span>The Ultimate Test: By asking follow-up questions<\/b>, you demonstrate genuine interest in your specialist\u2019s personal concerns and contributions to the conversation.<\/p>\n Attention! The performance review should never be a \u201csettling of accounts\u201d but rather a discussion to set goals. Specific results achieved are discussed, concrete agreements on goals are made, and further agreements for the near future are established. It is a conversation between equals. There is also room here for the employee\u2019s personal goals, professional development aspirations, and life goals, as this is where the \u201cdiversity\u201d of the people you work with becomes apparent. <\/p>\n It is helpful if top executives or senior management also participate in a year-end review. To this end, they can choose an internal or external trusted advisor to discuss personal goals, developments, and strategy. <\/p>\n If you\u2019re still looking for a common thread for your performance reviews, or if you\u2019re looking for an external consultant, feel free to check out my website at http:\/\/www.mohl-coaching.de<\/a>. There, you can learn more about me and the options available to you. <\/p>\n MOHL Coaching<\/b> A guest column by Hedwig Mohl, MOHL-Coaching, Illertissen In … <\/p>\n\n
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\nHedwig Mohl, <\/span><\/b>Dietenheimer Str. 48, 89257 Illertissen, info@mohl-coaching.de<\/span><\/a>, Tel. 07303-90 26 94,<\/p>\n","protected":false},"excerpt":{"rendered":"