'The Good Conversation' in HR: What It Is and How to Implement It

The good conversation is a methodology that is rapidly growing in popularity and is used as a new way to set up the HR conversation cycle. In fact, a 'good' conversation is a replacement for the traditional HR conversation cycle. The main goals of the good conversation are to increase the employee's engagement and job satisfaction, improve the employee's performance, and encourage the employee to continue developing.

1. 'The Good Conversation' is the planning, performance, and appraisal interview in one

Where in the traditional HR conversation cycle there is a clear distinction between the three conversations, in the good conversation methodology these three conversations are merged into one. In a 'good conversation,' both evaluation and looking forward take place.

2. The frequency of conversations is higher

Where the traditional HR cycle consists of three conversations, in practice with 'the good conversation' you often work with a cycle of four conversations. These often coincide with quarters.

3. The good conversation addresses a wide range of topics

The good conversation covers a wide range of topics. Think of: performance (goals), the sustainable employability of the employee, personal and professional development, and career ambitions.

4. The good conversation looks not only back but also forward

One of the most important differences compared to the performance and appraisal interview is the focus on looking forward. Evaluating the previous period is important, but you can only learn from it. All the more important to look forward immediately and concretize business and learning goals for the coming period.

The good conversation can cover a wide range of topics. A discussion point that appears in almost all Good Conversations is the employee's performance. Performance is usually discussed by evaluating both business and learning goals. Additionally, we increasingly focus on the employee's skill gap, looking not only at development but also at sustainable employability.

A common misconception is that there is no room for assessment in the good conversation. Assessment remains necessary as input for salary and/or promotion. However, within the good conversation methodology, assessment takes place continuously.

The best practice is to evaluate in every 'good conversation' and attach a score to this evaluation. The evaluation can take place based on the realization of business goals but also on the behavior and expertise the employee has demonstrated based on skills and competencies.

By evaluating every good conversation and taking the average of the four evaluations at the end of the year, the assessment does not come as a surprise to the employee and is concretely substantiated throughout the year.

A study conducted by Gallup on renewing the HR cycle showed enormously positive results. Gallup saw, among other things, an increase in employee engagement of up to 280%, an increase in productivity, a reduction in employee turnover, and a decrease in the number of burnouts.

In summary, the Good Conversation is a methodology to renew the traditional HR conversation cycle. With the main goal of creating up to 4 good conversations per year between manager and employee about, among other things, business goals, skills, professional development, sustainable employability, and career growth.

At Learned, we believe that a continuous dialogue is the key to success. To realize a continuous dialogue between manager and employee, you need both a modern HR cycle and user-friendly software that empowers your cycle.