With so many organisations looking for

eBook: A how-to guide for ways to boost engagement and make

their performance review processes
more effective, we argue that career
career conversations conversations could just be your most
important people strategy
 Career conversations - what are they?...................................2
What support do employees need?........................................3
Where, when & with whom do career conversations happen?....4
Career conversations - what’s stopping them?....................5
What skills are required for career conversations ...............6
How do you hold an effective career conversation?............7
When should you use an external coach instead?................8
What are the benefits of a career conversation?...................9
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Summary.....................................................................................10
Career conversations are a career development tool for organisations.
Genuine and meaningful career development is made possible through effec-
tive, ongoing career conversations. When designed correctly,
career conversations should promote insight and awareness into oneself and
allow the exploration of future possibilities and opportunities. In prompting
these activities, organisations are likely to benefit from inspired responses that
drive employee behaviour.

Whilst most organisations expect employees to take charge of their own

careers, career conversations are a two way street. Understanding the impor-
tance of getting career conversations right is vital for both employees and the
organisations they work for.

Simply put, a career conversation is a meaningful discussion between an

employee and another party - most often a manager - about aspects of their
career which the individual found to be of significant positive value.

For a career conversation to be successful, it is

essential that it is championed at three separate
levels: the individual employee, the manager, and the
organisation.
In this e-book, we answer the question How can leaders and HR professionals
implement career conversation practices into their organisations as an effec-
tive career development strategy?
We share insights into the following:
• What a career conversation actually is
• Why they are important and who is responsible for them
• Where, when and with whom they should happen
• The skills required to hold an effective career conversation
• The benefits of effective career conversations at both an organisational and
employee level
Whose responsibility is a
career conversation?
We argue that the responsibility for effective career
conversations falls equally between the employee, the manager
and the organisation. Organisations should foster an
environment in which career development is valuable to
employees, provides access to up-skilling and delivers the
workforce flexibility they need. Research tells us overwhelmingly
that this type of environment results in a more productive
workforce, with committed and engaged employees who
genuinely enjoy coming to work.

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What support do employees need?
Effective career development practices build healthy organisations.
Practices that facilitate employee development have long been linked to increased productivity, decreased absenteeism and
turnover, and improvements in an employee’s general dedication to an organisation. In a global market where skilled workers
are in short supply, these practices become even more important.

Career development practices in the workplace help companies attract and retain high performing employees. Research by
Hirsh et al* (2001) suggests that individuals of varying ages, genders, and occupational levels reported looking for career coach-
ing and development support, making this an attractive component of any employee value proposition or attraction strategy.

Employees want these 3 things from their career conversations

1 2 3
Information Feedback
Information regarding jobs Feedback on skills and
and career options within or performance, including how the
external to the organisation organisation views the
employee’s potential
Advice
Advice about career paths,
personal and professional growth
opportunities and action plans for
future success

Ongoing career conversations allow employees to constantly evolve and improve as they receive regular feedback from their
manager. It encourages employee focus on areas of strength and areas to be improved upon. It also allows for a reflection on
behaviour and whether certain behaviours need to be adjusted in order to reach short and long term goals. Whilst organisations
expect employees to take control of their career, organisations can assist to enable this by providing valuable support to employees.

Career conversations ensure that the individual’s goals are aligned with the organisation’s goals.
They ensure that each party is working towards a common objective. The alignment between the organisation and the indi-
vidual significantly benefits the organisation, helping to boost motivation and engagement through answering the employee’s
question, ‘what’s in this for me?’

*Hirsh, W., Jackson, C, and Kidd, J. (2001) Straight Talking: Effective Career Discussions at Work

3 www.trevor-roberts.com.au
Where, when & with whom do career
conversations happen?
Career conversations don’t happen (effectively) in an
employee’s annual performance review.

Annual reviews are constrained and this is why more and more companies
are abandoning them: They don’t focus on improving current performance
and grooming talent for the future, both of which are critical for an organ-
isation’s long-term success. Instead, the annual review’s main focus is on
holding employees accountable for their behaviours over the past year,
looking retrospectively at what could have been done better, often with a
heavy emphasis on financial rewards or ‘punishments’.

The other issue with the standard one hour annual performance review is
that it is not a forum which easily allows for the sort of in-depth career
discussion most employees are looking for.

Try less formal, more meaningful conversations instead...

Who should conduct
An easier way to facilitate meaningful conversations that fosters career conversations?
the careers of individuals is via more frequent, less formal one-
to-one meetings – or career conversations - where career issues • Line managers
can be comfortably raised as they occur. Research has shown that there is a • Bosses up the line
clear preference for informal career discussions over formal processes for doing • Managers outside of the
this, although some people would like a mix of both formal and informal oppor- employees direct line
tunities to discuss their careers. • Facilitators/events such as
• training courses and career
The benefit of career conversations is that they can be held as frequently, or
• development centres
infrequently as the manager and each employee agree to. Some employees
will prefer a little bit of feedback frequently; others like more in-depth support • Informal mentors
much less often. • Formal mentors or coaches
www.trevor-roberts.com.au
external to the organistion
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• HR
Career conversations - what’s stopping them?
There is a lack of effective career conversations happening in today’s organisations.

Many organisations are yet to realise the benefits of effective career conversations for their employees and the wider organisa-
tion.  It is common for managers, and businesses in general to avoid or ignore the importance of career conversations. Unfor-
tunately, the emphasis is instead being (mis)placed on formal career management procedures, such as the annual review.

Managers typically assume that providing employees with feedback about their performance once a year in a performance
review meeting makes it more likely that performance on the job will be improved, the employee will be satisfied and will be
retained. Yet most HR professionals and leaders would be aware that this widely accepted view in the HR world is being con-
tinually challenged by a growing body of research around the ineffectiveness of most performance management practices.

So, why are career conversations being avoided when all evidence points to them being far
more effective than annual reviews?

Employee expectations The good ones will leave Lack of training Lack of understanding
Managers expect that having Managers fear that facilitating Many managers lack the Most managers do not
career conversations will career conversations could training required to conduct understand the essential
ultimately lead to expecta- prompt employees to realise career conversations and cost benefit element to
tions they cannot fulfil due to that they want to move on to effectively support their having career conversations
constraints on resources such bigger and better roles, leaving employees’ individual career and are not incentivised or
as time and money. an empty role to fill - this is not journeys. held accountable for doing
the case, by the way! so. 

*Butterfield L., Lalande, V, and Borgen, B. (2009) Part of the Project Meeting Workplace Skills: the Career Development Contribution

5 www.trevor-roberts.
 What skills are required for career conversations?
Personal qualities
Employees look for and
respond to different qualities
in givers of feedback de-
pending on their own per-
sonality, however there are
a number of traits that were
seen as instrumental in es-
tablishing trust and an open
dialogue across the majority
of positive career conver-
sations in a study by Hirsch,
Jackson and Kidd (2004).
These are honesty, frankness
and being non-judgemental.
Facilitative skills
Facilitative skills involve
listening attentively, show-
ing empathy and the use
of effective questioning
techniques. These skills are
all important in building
trusting relationships and
breaking down information
sharing barriers. Another
important skill within this
subset is intuitive listening
– hearing what is not being
said just as much as what is
being said.
Information giving
Positive career conversa-
tions can be attributed to
broadening an employees
thoughts about their careers
and the businesses in which
they work. Conversations
with managers who have a
wide experience of opportu-
nities (internal and external to
the organisation) are seen as
valuable as they were able to
share different perspectives
and open the employees
mind to new opportunites.
Feedback
An honest and analytical ap-
proach to giving feedback on
strengths, weaknesses and
employee potential is high-
ly recommended. Providing
honest and open feedback can
work to inform employees of
behaviours and traits that they
may be unaware of. Feedback
is complemented by a man-
ager’s interpersonal skills and
their ability to soften critical
feedback with positive com-
ments about performance.

Challenge & advice
Literature suggests overwhelmingly that employees want to be
pushed outside of their comfort zone and value frank and hon-
est feedback, even when it is tough to hear. Givers should not
be too afraid of giving constructive feedback about skills and
potential as this is whatmany receivers are looking for. After all,
it is this information that will assist the individual to understand
their own goals and career potential and align them with those
Management of the session
A process to manage the sessions needs to be established and
agreed upon by both parties. This process might include prepa-
ration, communication or discussion about particular topics,
and follow up arrangements. It is important that discussions are
designed to suit individual needs – a one size fits all approach
defeats the very purpose of a career conversation.

Status, knowledge & experience
A manager’s standing within the organisation is often seen as beneficial to a discussion. Especially for senior givers, it could be assumed
that this is because they have the power to open doors and advocate for the individual to others in positions of power. Where possible, it
is advisable for managers to draw on their often long-standing experience in the organisation. This could include recounting experiences
from their own and others’ careers, explaining the company’s competency framework, and sharing knowledge about the organisation’s HR
strategy (Hirsh et al, 2001).
6 www.trevor-roberts.com.au
 How do you hold an effective career conversation?
Understanding the importance of getting career conversations right is vital for both employees and the
organisations they work for.

Hirsh et al* (2004) makes a number of suggestions for ways to conduct effective and meaningful career conversations without tack-
ing them onto the end of an annual performance review. Managers and coaches should begin by preparing well for the session.
This will allow the manager to better hear the employee’s issues, before providing relevant information and opportunities specific
to the individual. Providing honest, quality feedback can inform individuals who are unaware of how their performance is perceived
by other managers and colleagues. She also suggests the provision of a management training program on how to handle effective
career conversations with employees.

Follow the below process to set yourself and your employees up for successful career conversations...

Session preparation Information quality Relevance Tools and techniques Clear actions & plans
Research suggests that It is important that manag- A mutual understanding In some instances, career Employees want to see
preparation before the ers are committed to hav- of how the employee’s tools or specific frame- a clear plan for the fu-
session, particularly by ing valuable and relevant expectations and aspi- works, may be used to ture and take comfort in
the manager, is an es- discussions with their rations fit with the busi- assist individuals to think knowing that the career
sential element that employees. A one size fits ness is important. When further about their career conversations are helping
builds trust and rapport all approach will not work taking part in a career or consider their careers with this. Managers should
with the employee, and and when the employee conversation, employees from a different angle. It agree on actions with indi-
demonstrates the perceives the manager is want information and ca- may be as simple as an viduals before the meeting
seriousness with which not invested it will likely reer options that are most organisational chart to ends, giving the employee
they take their role. impact negatively on the relevant and available to help the individual visual- something to think about
employee. them at their particular ise networks and career or work towards before
career stage. paths.

one two three four five

*Hirsh, W., Jackson, C, and Kidd, J. (2001) Straight Talking: Effective Career Discussions at Work

*Hirsh, W., Jackson, C, and Kidd, J. (2001) Straight Talking: Effective Career Discussions at Work
7 www.trevor-roberts.
When should you use an external
coach instead?
Up until recently, many held the belief that the most important discussions
that employees would have would be with their manager in a formal perfor-
mance review setting. However, we now know that this model is rarely effec-
tive, and in some cases, can actually cause more harm than good.

What happens when effective career conversations can’t be held

by a manager?

Where there is ongoing instability within the employee’s organisation, the

employee’s reporting line is lacking people management skills, where the in-
dividual is dealing with deeper issues (career or personal) or for high potential
(HiPos) employees, more targeted career support may be useful.

Career workshops, formal mentoring and external coaches may all be appro-
priate to support different individuals in different situations. When appointed
thoughtfully, career coaches and mentors can have a significant impact on
the employee through career conversations. Specialist support from career
coaches can be particularly helpful for individuals to develop insights into
their own skills and preferences.

What can a career coach add to your career development program?

Trevor-Roberts career coaches provide individuals with a range of tools and

assistance through career conversations that result in:
• Clarity about their future career direction & alignment with the organisation;
• Enhanced self-awareness including strengths and areas for development
and how these can be leveraged to achieve career success;
• A reality check about the roadblocks and challenges to achieving career
success;
• Increased ability to deal with change;
• Enhanced self-management in daily work and challenging situations; and
• Pragmatic and specific actions on how to build careers.
A mixed approach to career
conversations
According to Kidd’s research, mixing up the way career
conversations are held can provide overlapping positive benefits.
Conversations that occur with a variety of people in a variety of
contexts and settings have a significant crossover in terms of the
content they cover and the outcomes achieved. So what one per-
son gets from a good boss, another might get from an informal
mentor, an HR professional or an external coach.
What are the benefits of career
conversations?
Effective career development practices build healthy organisations.

In recent years, research into career conversations has demonstrated the value
of career development practices more generally, as well as the specific bene-
fits of career conversations to organisations and employees, particularly when
compared with annual performance reviews.

Despite the research, however, many organisations are underutilising career

conversations and other career development programs and instead are placing
the responsibility for career development firmly on the shoulders of employees.

What the research says.....

According to research by Kidd, despite organisations typically expecting their
managers to support employee career development:

ONLY ONLY

one third five percent

of managers are committed to en- of managers receive training to sup-
gaging in career development ac- port staff with career development
tivities to benefit their employees

These statistics represent a significant missed opportunity for organisations.

Relatively simple career development activities, like coaching, providing em-
ployee feedback, and raising awareness about organisational needs and plans,
can be incredibly effective in connecting employees’ development with the or-
ganisation’s goals, increasing engagement and facilitating discretionary effort.

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 What are the benefits of career conversations?

Increased awareness and alignment between employees & organisations
Career development aims to raise an employee’s knowledge and awareness of their own goals, strengths and values, and to identify how
the employee can pursue activities with their current employer that are consistent with those goals, strengths and values. The exploration
of issues relevant to career development such as promotions, secondments, project work, lateral moves, meaningful work, and work-life
balance, allows employees to identify and explore the alignment between their goals and those of their organisation. In turn, this increases
commitment, tenure and the pool of internal talent available to the organisation.

Improved attraction,
retention & motivation
Practices that facilitate employee devel-
opment have long been linked to in-
creased productivity, decreased absen-
teeism and turnover, and
increased general dedication to an
organisation. Career conversations im-
prove retention by providing employees
with an increased knowledge of jobs and
career paths within the organisation. If
employees can see a clear path for de-
velopment within an
orgainsation they are far more likely to
remain with their employer.
Increased
employee performance
Overall, organisational performance
has been positively linked with career
development activities such as career
conversations, because of their ability to
increase employee motivation. Individu-
als benefit from the insights and learning
gained through career conversations,
leading to greater fulfillment and profes-
sional success into the future. Several
studies have found that an employee’s
performance is positively influenced
when their organisation provides relevant
career opportunities.
Assists with growth, downsizing,
redeployment & succession planning
In the context of the competitive, global
and disruptive marketplace that businesses
now operate within, leaders must be vigi-
lant in continually developing the capacities
of themselves and their employees to posi-
tion the organisation to successfully grasp
market opportunities.By highlighting em-
ployee competencies, career conversations
(and other career development initiatives)
inform workforce planning initiatives, sup-
port businesses to hit growth targets and
enable succession planning activities.

Development of professional skills & hi-po’s
Career development initiatives, such as career conversations, help high potential employees to identify and develop the skills that the business
requires now and in the future. This is particularly useful for organisations that require highly skilled employees unique to a particular field. For an
employee who is committed to a role for the long term, career conversations can assist them to understand how their job will change in line with
the changing needs of the organisation, and to actively identify and develop skills in readiness for these changes. In this way, career conversa-
tions can be a powerful tool for building agile, adaptable and future-proof organisations.

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 In summary
• A career conversation is a valuable one-off or series of conversations with a range of people (both managers and non-managers) de-
signed to guide the future decisions of an employees working life.
• Genuine and meaningful career development is made possible through effective, ongoing career conversations. When designed cor-
rectly, career conversations should promote insight and awareness into oneself and allow the exploration of future possibilities and
opportunities. In prompting these activities, organisations are likely to benefit from inspired responses that drive employee behaviour.
• Organisations must look at their current processes, messaging and culture around formal and informal feedback and change the narra-
tive about the importance of feedback and where and with whom career discussions should take place. The training and understanding
around how to have these conversations effectively should be made readily available to all level of employees within the organisation.
• Ultimately, employees need much better access to effective career conversations. Based on the research and literature available, only
a small number of employees have satisfactory access to discussions that are likely to assist them with their career into the future.
• Within a typical organisational setting, it is imperative that managers make themselves available for discussions with employees about
their careers. For effective discussions to occur, we recommend that managers foster open and trusted working environments with
their employees. During these discussions, managers have a duty to plan and establish career plans that benefit the organisation as
well as the individual, provide information relevant to the employee and ensure that appropriate skill development happens.
• Overall, career conversations have been credited as being of significant value for both employees and the organisation. When they are im-
plemented correctly, organisations give themselves a competitive advantage at a time of increased competition for high performing em-
ployees and in a cut throat, global market that constantly sees companies restructuring and adjusting to changing trends and markets.

`
At Trevor-Roberts, we help our clients and their people find and experience meaningful work.

For over 20 years now, we’ve been harnessing the power of purpose because we understand that work begins at a personal level, which
then flows into an organisation and then impacts our community as a whole.

We add value in three key areas:

Change Support and Outplacement
Leadership and Team Development
Career Development

Our goal is to work with like-minded organisations that believe in relationships, results, integrity and generosity.

So, we rise with the same plan and goal for every single day and every single decision: make it meaningful

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