5 Steps For Meaningful Career Development Conversations

Career development is one of the biggest drivers of employee engagement, but very few managers get it right.

In a survey from Manpower Group, 82 per cent of respondents said they would be more engaged in their work if their managers would have regular career conversations with them, and 75 per cent said they would be more likely to stay at their current company. Yet, only 16 per cent of employees in the same survey said they have regular conversations with their managers about their career.

In this article, we’ll walk you through five steps to having meaningful career conversations and provide actionable tips for having productive discussions with your team.

We’ve also built a free template to help you that you can download here.

Step 1: Schedule Career Conversations Quarterly

Not only is it important for you to have a career conversation with your team, but you need to have them on a frequent basis.

An employee’s career goals and aspirations will change over time. So as a manager, you need to have development conversations regularly. We recommend holding a dedicated career development conversation at least twice a year, and ideally once a quarter. You can use the time slot that you should already have in the diary for your weekly 1:1s with your employees, and reassign one of those weekly sessions to focus solely on career development. (Learn more about how to run weekly 1:1s with your team in this article).

A quarterly career conversation is ideal, but development needs to be ongoing. In addition to the quarterly conversation, you should also use your weekly 1:1 meetings to check back in with employees on how they’re progressing against their development goals.

Step 2: Understand Current Skills And Strengths

A great starting point for a career development conversation is to understand why your team members are where they are right now.

Begin by better understanding each team member’s skills and strengths. Understanding what brought them to this point in their career and what energises them is a powerful starting point in having an impactful career conversation. You should ask them about the parts of their current job that they find the most satisfying and why, and also the parts that they don’t enjoy.

Once you have helped them to identify their strengths, you can then explore how they can build on these areas and find a way to incorporate them into their work as often as possible. For instance, recognising a team member’s strength in problem-solving can guide you towards projects that nurture this talent.

Step 3: Explore Aspirations For Future Growth

Once you understand your employee’s skills and strengths, you can engage them in discussions about their long-term ambitions.

For your team to open up and share their dreams and aspirations, there needs to be a good level of trust between you. Take time to build a strong relationship with your team members, and create a safe space for honest conversation. Career conversations shouldn’t be rushed, and you might need more than one session to get through everything the first time you have a development conversation with an employee.

To learn more about their career aspirations, inquire about where they see themselves in five years’ time. What experiences do they want to have? What skills do they want to develop? Are there specific roles or career paths that interest them?

By understanding more about their long-term career goals, you can support them in translating their strengths and aspirations into a comprehensive and actionable development plan.

Step 4: Co-Create A Development Plan

To support your employee in creating a development plan, start by defining clear and measurable career goals. These goals should be aligned with the individual’s strengths and aspirations while also contributing to your team’s overall strategy and objectives.

Next, identify the key skills and actions required to bridge the gap between the current state and their desired future. Does your employee need to build a new skill? Or are they building on a strength that they already have?

As a manager, you can provide guidance on the various options available for skill development, this could include workshops, online courses, mentoring opportunities, and stretch assignments.

Once you’ve clarified the goals and the upskilling required, you should work together to outline a timeline and milestones. Break down the larger goals into manageable steps, each with its own set of objectives and deadlines. This approach provides a sense of direction and progression, making the development journey more tangible and achievable.

Regular check-ins and progress assessments are essential to the success of the plan. Schedule periodic check-ins as part of your one-on-ones to review the progress made and provide support and coaching.

Step 5: Implement And Review Progress

Now it’s time to turn the development plan into action.

Once you have a plan in place, follow up formally every quarter to evaluate progress and make adjustments. Make sure that you are providing sufficient opportunities for your team member to apply and hone the skills that they are focused on. Encourage them to take on projects and responsibilities that align with their goals, allowing them to gain practical experience and showcase their growth.

Remember, your role as a manager doesn’t end with creating the plan. Act as a mentor and coach throughout the journey. Offer guidance, share insights, and provide constructive feedback to help your team member navigate challenges and capitalise on opportunities.

For example, if a team member expresses interest in public speaking, do whatever you can to facilitate opportunities for them to present in meetings or even speak at a conference.

Career development conversations aren’t just about ticking a box; they’re one of the most important and rewarding things you can do as a manager. When done well, by having meaningful career conversations with your team, you will play a critical role in shaping their professional lives and progress your own skills as a manager at the same time.