An Annual Conversation On Career Goals At The Time Of The Annual Performance

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These leaders should not wait until an annual conversation about career goals at the time of the annual performance review or to initiate conversations with employees only because there is a problem. Holding consistent/regular career conversations with employees can help alleviate some of the need to address employee problems, less tension-filled, becomes easier starting from strengths, not deficits and is much more enjoyable. When planning a team’s project or a daily task, leaders could ask employees to identify what was learned and how they can contribute. This provides employees the primary responsibility for clarifying what they have learned and proposing ways to incorporate on-the-job training/learning. It also helps to avoid having employees volunteer to perform only the tasks that they feel they are already highly skilled at conducting. Ensure employees to report back periodically and fellow team members on what they have been learning and how they are using new skills and knowledge. Feedback is a final essential and critical part of career development. It helps the employees understand and rally their own strengths and weaknesses and lessens the probability of discrimination that may present only one rater, who is usually the supervisor. A positive aspect of a multi-rater feedback system is when an electronic or web-based assessment tool for personnel to use and is able to be compiled with the data for a more quantitative and qualitative tracking response. A
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