Identification — Ensure this section is fully completed. Major Goals or Key Responsibilities — Discuss key activities for your section. Present ideas for ways they can contribute to the organization and listen to the employee’s ideas. Collaborate on three to five work goals/responsibilities to record on the form. Ensure the goals are specific, measurable, achievable, relevant and time-bound (SMART). Discuss the principal tasks required to achieve the goals, along with timelines, resources required and potential challenges. Demonstrating Our Values – Discuss potential ways for the employee’s MAP goals to correspond with organizational values from . Learning Objectives — Present your learning and development ideas and listen to the employee’s suggestions. Collaborate on the learning objectives to record on the form. Link a primary to each learning objective. Discuss how they expect their learning objectives to enhance their current position. ☐ Set an appointment for the next progress meeting. Record it in the discussion log. ☐ End the meeting on a positive note, providing encouragement and offering to provide support as needed. Monitoring (Months 2-11) ☐ Check in regularly with employees to receive progress reports, discuss supports required and ensure they are on the right track — there should be no surprises by the end-of-year review. ☐ Keep frequent notes on observed behaviours and performance.
Subject changing: • Avoids the issues by bringing up unrelated topics “What’s happening with …?” • Answer briefly and immediately talk about the issue/your concern. “Thanks for letting me know about that. What I’d like to discuss now is …” “We can talk about that later. The focus of this discussion is …” Possible reactions Options for responding Blame shifting: • Blames someone/something else. “It’s not my fault” “If X had done their job” Explore their point if appropriate and focus on how this can be avoided in future. Acknowledge their concern and then focus on what they can do differently. Just focus on what you expect for the future rather than what has happened in the past. “What can we do about this next time so that it doesn’t have a negative impact?” “What is in your control that you can do differently next time?” “Thanks for filling me in about that. What needs to happen in future is …” Score keeping: • States that it has been acceptable in the past or for others to do this. “It’s never been an issue before” “Others do this and do not get into trouble” Explore their point if appropriate and then focus on what you would like them to do differently. Explain why it isn’t acceptable in this situation, that may have been okay previously. “Now that … has changed we need to …” “That’s an issue for me to be aware of. What I expect of you in your role …” Negotiating: • Bargains for an alternative course of action. “I don’t think it’s a big issue” “Leave it with me, I’ll sort it out” • State why it is an issue and what you would like to see happen. “You may not see it as important, but it’s important to me because …” “Thanks for being prepared to resolve this. I’d like to talk about the solutions with you and how we can put them in place.”
Apologising: • Apologises before the issue can be fully discussed. “I’m very sorry it won’t happen again” “No worries I’ll fix it” • Acknowledge the apology and willingness to address the issue and state that you want to talk about what happens next. “Thanks for taking personal responsibility for this. Let’s talk about what can be done differently next time.” “I’m pleased you think it is an important issue. Let’s work through it now.” Possible reactions Options for responding Denying: • Disputes what you are saying. “That’s not what happened” “That’s not right” “You’re wrong” Ask for their perception of what happened/the issue. Outline your perception using specific examples. Be open to changing your mind if appropriate. If not sure how to respond, say you need time to think about what they have said or seek clarification and reschedule the rest of the discussion. “What do you think happened?” “My perception/view is that …” “I need some time to think about that. Let’s talk again tomorrow.” Stonewalling: • Refuses to engage. “Whatever” “I don’t really care” • State clearly and firmly that the issue is important and you expect them to listen to you. “This is a really important issue because…” “Is there a reason why you don’t care?” “I think it is important that we talk about this now.” “I expect you to take this seriously.”