Course Objective & Scope
When development conversations are reduced to ticking off training courses or debating promotions, they become a frustrating formality for both manager and employee. This programme separates backward-looking performance evaluation from forward-looking capability and career dialogues, aligns personal strengths and aspirations with evolving business needs, and uses the 70-20-10 model to design on-the-job growth.
Managers practise discussing lateral growth and mastery when vertical promotion slots are limited, managing unrealistic expectations honestly, and turning discussions into living Individual Development Plans (IDPs).
Who Should Attend?
- Department managers and team leads holding regular development and career check-ins
- HR business partners driving talent reviews, performance and career architecture
- Engineering, product and business leads managing both specialist (IC) and management tracks
- Leaders focused on retaining and growing high-potential talent
Key Takeaways
- Separate rating and compensation discussions from forward-looking career and capability dialogues
- Connect an employee's strengths and motivators with the organisation's upcoming skill needs
- Frame growth beyond vertical promotion through stretch scope, deep mastery and cross-functional projects
- Co-create concrete IDPs blending experiential stretch assignments, peer learning and formal training (70-20-10)
- Address unrealistic career expectations transparently without demotivating the employee
Curriculum
Separating Performance Appraisal from Development Dialogue
- Why backward-looking evaluation and future capability exploration need different mindsets
- From career ladders to career lattices: vertical, lateral and mastery growth
Intersecting Strengths, Motivators and Business Needs
- Questions that uncover skill strengths, energising work and career anchors
- Bringing the team's and organisation's 1-to-3-year capability direction into the room
Actionable IDPs with the 70-20-10 Model
- 70% stretch assignments on the job, 20% mentoring/shadowing, 10% structured courses
- Turning vague wishes into observable developmental actions and review checkpoints
Challenging Career Conversation Scenarios
- Handling premature promotion expectations with honest gap analysis
- Re-engaging a plateaued senior specialist
- Clarifying baseline expectations when performance issues exist
Development Conversation Simulation
- Role-plays across distinct profiles (high-potential, deep specialist, undecided)
- Applying the manager preparation checklist and IDP template
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