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Checklists for Development Conversation

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Example Checklists (5)

1
Standard Development Conversation
2
Promoting High Potentials
3
Dealing with Stagnation
4
Horizontal Role Change
5
Development Based on Feedback
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Standard Development Conversation

This checklist provides a comprehensive guide for a general development conversation. It is universally applicable to support employees in their professional and personal development and to identify potential. It helps create a structured and motivating conversation atmosphere.

Progress: 0/16 (0%)

1Preparation for Employee and Manager

Clarify expectations and encourage self-reflection.
Provide a list of questions or a guideline.
Gather specific examples of successes and challenges.
Examine internal and external training opportunities.

2Main Part: Reflection and Planning

Emphasize development, not performance evaluation.
Signal active listening and appreciation.
Examples: 'What went well last year?', 'Where do you see your greatest development potential?'
Ask about strengths, interests, desires, and development potentials.
Mention specific examples of observations.
Focus on 1-3 core areas that offer the greatest leverage.
Who does what by when? What support is needed?
Align with company goals and opportunities.

3Conclusion and Follow-Up

Ensure that both sides have a common understanding.
Binding and traceable for both parties.
Ensure regular progress checks.
Highlight the employee's importance to the team.

Promoting High Potentials

This development conversation aims to specifically nurture high potentials and prepare them for future leadership or key positions. It focuses on identifying hidden talents and creating tailored development plans to unlock their full potential.

Progress: 0/14 (0%)

1Preparation and Analysis

Projects and initiatives that went beyond expectations.
Where might key positions arise in 3-5 years?
Are there mentoring programs, special projects, external training?
What truly motivates them? Where do they see themselves in the future?

2Conversation Management and Vision

Emphasize trust in the employee's potential.
Example: 'Where do you see yourself in 5-10 years, even outside of your current role?'
Highlight opportunities to take on more responsibility.

3Individual Development Plan

Align with the requirements for leadership positions.
Mentoring, coaching, special project assignments, external courses.
Networking events, presentations to management.
Tasks that intentionally lie outside the comfort zone.

4Commitment and Support

Ensure resources and support.
Review the plan every 3-6 months and adjust as necessary.
Especially regarding sensitive career plans.

Dealing with Stagnation

This development conversation is intended for employees who are visibly stagnating, losing motivation, or no longer delivering the expected performance. The goal is to identify the causes and collaboratively find ways to get back on track with their development or to find a suitable perspective.

Progress: 0/13 (0%)

1Preparation and Observation

Decline in performance, loss of initiative, lack of development.
Personal situation, overwhelm, underwhelm, lack of perspectives.
What exactly is different from before or from what was expected?

2Conversation Start and Empathy

Focus on observations, not evaluations.
Example: 'How are you currently feeling in your role?', 'What is on your mind?'
Show that you want to find a solution together.

3Investigating Causes and Options

What has changed? Where are the personal challenges?
Specifically inquire about lack of motivation, overwhelm/underwhelm.
New tasks, further training, role changes, possibly also external options.
What needs to change and by when?

4Measures and Support

E.g., coaching, mentoring, new projects, skill acquisition.
Set short but binding follow-up appointments.
Gently but firmly highlight the seriousness of the situation.

Horizontal Role Change

This development conversation is designed to support an employee who wishes to develop horizontally within the company, for example, moving to another department or function. The focus is on understanding their motivation, identifying suitable options, and facilitating a smooth transition.

Progress: 0/12 (0%)

1Preparation and Motivation

What are the reasons? What do they hope to gain from the new role?
Which strengths can be utilized in the new role?
Where is there a need or synergy with the employee's skills?

2Conducting the Conversation and Alignment

Take the employee's wishes seriously and provide support.
Are there limited prospects or new interests?
What competencies are still lacking? Where are there overlaps?

3Transition Planning

Training, onboarding, mentoring by colleagues in the target department.
Knowledge transfer, completing or handing over open projects.
What could be challenging? How can support be provided?

4Communication and Support

How, when, and to whom will the transition be communicated?
Especially during the first weeks and months.
Support the employee in their integration.

Development Based on Feedback

This development conversation is a direct response to specific feedback received by an employee (e.g., from a 360-degree feedback, employee survey, or a critical project review). The goal is to use this feedback as a catalyst for targeted development and to derive concrete actions.

Progress: 0/14 (0%)

1Preparation and Feedback Analysis

What are the core messages? Where are the greatest development potentials?
Is it a lack of awareness, missing competence, or contextual factors?
Are there situations that confirm the feedback?
What is their perception of the feedback?

2Beginning the Conversation and Acceptance

Emphasize growth rather than deficits.
How do they perceive it? Are there questions for clarification or resistance?
Provide specific examples that support the feedback.

3Field and Action Planning

Focus on 1-2 areas that have the greatest impact.
Training, coaching, mentoring, literature, specific projects.
How can the learning be directly implemented?
What specifically should change and how will it be visible?

4Follow-Up and Measurement

How often will progress be discussed?
What are indicators of positive change?
What support can the manager provide?

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