From the course: Human Resources: Managing Employee Problems

Craft a conversation plan

From the course: Human Resources: Managing Employee Problems

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Craft a conversation plan

- I can still remember hearing my first ever motivational speech. I've learned that outstanding speeches are planned and strategically built for specific outcomes, and you know, the same holds true for great coaching conversations. I believe many HR professionals do not strategically plan their disciplinary conversations but, in fact, take them for granted, having no predetermined strategy or plan, and since we're approaching employee problems from a strategic advisory position, we want to give the thoughtful consideration to how the conversation will be conducted and the outcomes we want to achieve, and that's why I suggest creating a conversation blueprint that serves as a guide for crafting and executing the discussion in a way that will produce the best experience and results. Use the blueprint to plan the outline and content of the conversation and to prepare key talking points by scripting phrases, identifying key words and questions. Also, make sure this is done when you're completely clear on the incident and its impact. Here's your sample conversation blueprint that has five segments. Segment one, the opening. What phrases and/or statements will I start with, and by the way, don't take this segment for granted. This sets the tone for the experience and establishes a positive rapport. Segment two, the key message of discipline. In here, you want to ask yourself on what points do I want to be completely clear? Here, it would be useful to create a loose script or specific talking points so that you don't over explain and muddle your message. You want to be clear, direct, and precise, coupled with compassion and empathy. Segment three, employee's response, time to listen. The question is what do you want to listen for? (chuckling) Most importantly, are you hearing that they are clear on the issue? Segment four, transitioning the conversation from discipline to development. How do I want to transition to coaching? You want to identify a bridge phrase, statement or question, and in order to do that, you'll need to be sure of the key coaching point. We know in many situations issues can be either external life challenge or a personal maturity issue, which presents an opportunity for growth. Scripting really helps here, as well. The key transition phrase can be a statement or a question. A statement could be tell me more about why this occurred. This is a great opportunity to learn more of the employee's story and generate a more detailed and trusting dialogue. Another question could be what are you learning from the situation, and finally, segment five, the close. How do I want to close the conversation, reassurance, encouragement, or is there anything that needs to be repeated or reinforced? Don't take this segment for granted either. Remember, the last few words and interactions you have with the employee will be what they remember most and will create the most significant impression.

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