Overview

As a supervisor, you may be looking to increase the depth and breadth of your conversations around growth and development with your employees. The model put forth on this site, divided into six phases, is available to help you engage in developmental conversations with your employees,

These phases have a logical sequence, but it is unlikely that you will find your conversations to be strictly linear. You’ll likely find that you will engage in multiple phases of this model simultaneously. For example, you might be checking in and providing feedback on an in-progress goal while also exploring opportunities for a new goal.

Focus on development

Organizations that maintain a focus on growth and development have higher levels of employee engagement. A feeling of support from one's supervisor is another key driver of engagement. Highly engaged employees are more productive and committed to the organizations in which they work.

In ASR, we value the experience of everyday and lifelong learning and working together and supporting one another's efforts. Developmental conversations are a great way to live these values while increasing engagement among your employees.

Formal vs. informal

Developmental conversations build relationships that allow supervisors to influence others toward development, growth, and learning opportunities, both formal and informal. In ASR, we expect that developmental conversations support the IDP process, but they can happen at any time.