The Manager's Toolkit

Use a simple outline, such as P.E.A . to structure the conversation. P urpose of the conversation (why you are having it), the E ndpoint (where you hope to get to) and the A genda (what you will discuss). (and ask open questions) Create career milestones by considering how they will build competencies, knowledge and experience. Are there quick wins? Which development will add real value for them and for the business? This helps you both to prioritise their development needs.

Understand what their opinion is of their potential to move into the next role. In what ways can they demonstrate this? What is your perception of their readiness and is it different to theirs? Be prepared to give feedback if your view of readiness is different to theirs. Encourage THEM to come up with suggestions as to how they can build their knowledge, skills and experience through a range of different options . Giving them the chance to create their own plan ensures greater

Anticipate tough questions - “How can I be promoted if staff turnover is so low?”, “if I apply for a job in another function will this limit me in my current function?” Putting yourself in their shoes and anticipating their questions helps you to be better prepared. Next consider their development ; what needs do they have? Encourage them to explore these, then jointly begin to create a development plan . If their aspirations are stretching in relation to where they are now, it's worth discussing career milestones .

Discuss not only their next role , but what motivates and interests them . Direct them to reflect on their career to date; what have they enjoyed? What aspects of work are they most interested in? People, project management, analytical work, customer facing roles, etc. Avoid the trap of taking responsibility for the person's development by promising all sorts of opportunities and help that you later regret or simply can't deliver! Your role here is to help the person work out how THEY can take responsibility for THEIR OWN career development.

engagement and commitment to it.