Use this tool for structured employee conversations including Recaps, reviews and evaluations. If behavior change is required, use the Coaching for CHOICES or Coaching for COMMITMENT tool.
□ Prepare for the conversation and use this worksheet. Make sure your mindset is positive & optimistic.
What do I want to learn in this meeting?
What do I want them to discover on their own? What questions do I need to ask?
What new information do I need them to know?
□ ASK: “Overall, how are things going at work? What’s the most important thing for us to talk about today?”
□ ASK: “How would you rate your overall performance right now on a 1-10 scale?”
If below a 10, ASK “Why didn’t you give a higher number?”
□ TELL: “Based on my observations, you have made progress in <list the specific areas>.”
Point out their strengths supported by feedback provided in Upfront.
□ ASK: “What are the areas in which you feel that you need to improve?”
Agree on their opportunity areas supported by feedback provided in Upfront.
□ Finalize any completed goals. The reason(s) why goals were hit or missed should already be known based on feedback provided throughout the goal period. If not, conduct more observation.
□ ASK: “What goal(s) do you want to accomplish this <period>?” (can be numeric or behavioral)
Agree on their goals – just make sure goals are SMARTER and aligned with yours.
□ ASK: “What actions will you commit to so you hit your goal?”
“I will” commitment should be aligned with goals and any areas of improvement.
□ ASK: “How would you rate yourself on meeting the expectations of your position on a 1-10 scale?”
If below a 10, ASK “why didn’t you give a higher number?”
□ Record any areas in which expectations are not being met, and the impact.
□ TELL: Anything new you need them to know (new products, process/policy changes, etc)
If the employee is meeting all standards and is ready for additional responsibility,
□ ASK: “What areas of growth would you like to pursue?” Set growth plan if applicable.
□ ASK: “What can I do to support you?”
Key points to remember:
For good performers, Recaps should be done monthly. For underperformers, Recaps should be done every 1-2 weeks until performance meets expectations.
Employee meetings should be 75% THEM talking, 25% YOU talking. Tolerate silence – let them think!
Ask questions. People only change when they have an insight that makes them decide to change on their own. Don’t offer advice – it’s the worst way to change someone’s behavior.
Recaps are NOT about trying to better understand past results – if you don’t already know, go observe.
Recaps are NOT about suggesting things the employee should “try” in order to improve. They should always be directed back to established expectations.