{"id":14297785,"date":"2023-11-08T13:54:06","date_gmt":"2023-11-08T13:54:06","guid":{"rendered":"https:\/\/staging.learned.io\/?p=14297785"},"modified":"2024-12-10T12:18:33","modified_gmt":"2024-12-10T11:18:33","slug":"the-modern-hr-cycle-tips-examples-and-everything-you-need-to-know","status":"publish","type":"post","link":"https:\/\/staging.learned.io\/en\/blog\/the-modern-hr-cycle-tips-examples-and-everything-you-need-to-know\/","title":{"rendered":"The modern HR cycle: what it is and how to create it"},"content":{"rendered":"<p><strong>More and more organizations are moving from a traditional to a modern HR cycle. The traditional appraisal cycle of planning, progress and assessment is now obsolete, as you may wonder if your appraisal cycle is still in line with modern business practices. <\/strong><\/p> <p>And maybe it&#8217;s time to modernize your HR cycle, too. Here&#8217;s how: find out exactly what the modern interview cycle consists of, why you want to revamp it, and how to set up your HR cycle in the modern way.<\/p> <p>&nbsp;<\/p> <p>In this blog:<\/p> <ul> <li style=\"list-style-type: none;\"> <ul> <li><strong><a href=\"#wat\">What is a modern HR cycle?<\/a><\/strong> <ul> <li><a href=\"#modern\">6 parts<\/a><\/li> <li><a href=\"#doorlopend\">An ongoing dialogue as a basis<\/a><\/li> <\/ul> <\/li> <li><a href=\"#waarom\"><strong>Why it&#8217;s necessary to revamp your interview cycle<\/strong><\/a> <ul> <li><a href=\"#waarom\">Advantages<\/a><\/li> <\/ul> <\/li> <li><a href=\"#tips\"><strong>5 tips for setting up a modern HR cycle<\/strong><\/a><\/li> <\/ul> <\/li> <\/ul> <p>&nbsp;<\/p> <p><strong>Prefer to get started right away? <b>\ud83d\udc49<\/b> <a href=\"https:\/\/staging.learned.io\/en\/e-guide\/modern-hr-cycle\/?utm_source=Blog#038&utm_medium=organic&#038&utm_campaign=Blog_link&#038&utm_term=Blog_moderne_hr_cyclus\" target=\"_blank\" rel=\"noopener\">Download our free e-guide &#8220;Design your own modern HR cycle in 5 steps.<\/a><\/strong><\/p> <p>&nbsp;<\/p> <h2 id=\"wat\">What is a modern HR cycle?<\/h2> <p>&nbsp;<\/p> <p><span style=\"font-weight: 400;\">An HR cycle is the collection of <\/span><b>all formal and informal conversation moments<\/b><span style=\"font-weight: 400;\"> between employees and their supervisor about their professional goals, development and career. So it consists of all the conversations that for HR the <\/span><a href=\"https:\/\/staging.learned.io\/en\/blog\/performance-management-cycle\/\"><br \/> <span style=\"font-weight: 400;\">Performance Management<\/span><br \/> <\/a><span style=\"font-weight: 400;\"> forms, and is also called the <\/span>interview cycle or POP cycle<span style=\"font-weight: 400;\">.<\/span><\/p> <p>&nbsp;<\/p> <h3><strong>The traditional HR cycle<\/strong><\/h3> <p><span style=\"font-weight: 400;\">Traditionally, an HR cycle consists of 3 parts: a goal setting conversation, the progress review, and the performance review. They are all <\/span><b>formal conversations<\/b><span style=\"font-weight: 400;\">:<\/span><\/p> <ul> <li style=\"list-style-type: none;\"> <ul> <li style=\"font-weight: 400;\" aria-level=\"1\"><a href=\"https:\/\/staging.learned.io\/en\/blog\/preparing-for-the-planning-interview-tips-and-examples-2\/\"><b>Planning discussion <\/b><\/a><span style=\"font-weight: 400;\">(usually at the beginning of the year):<br \/> translating goals of the organization into goals for departments, teams and then for the employee;<\/span><\/li> <li style=\"font-weight: 400;\" aria-level=\"1\"><a href=\"https:\/\/staging.learned.io\/en\/blog\/performance-review\/\"><b>Performance review <\/b><\/a><span style=\"font-weight: 400;\">(mid-year):<br \/> discuss progress and the extent to which goals have been met at that time;<\/span><\/li> <li style=\"font-weight: 400;\" aria-level=\"1\"><a href=\"https:\/\/staging.learned.io\/en\/hr-dictionary\/appraisal-interview-the-best-practices-for-modern-interpretation\/\"><b>Assessment interview <\/b><\/a>(at the end of the year):<br \/> review an employee&#8217;s performance, and evaluate the extent to which goals were met. Remuneration is also often discussed, such as yes\/no salary increase.<\/li> <\/ul> <\/li> <\/ul> <p><span style=\"font-weight: 400;\">Some organisations add a <\/span>fourth conversation<span style=\"font-weight: 400;\">:<\/span><\/p> <ul> <li style=\"list-style-type: none;\"> <ul> <li><a href=\"https:\/\/staging.learned.io\/en\/hr-dictionary\/development-talk-everything-you-need-to-know-checklist\/\"><span style=\"font-weight: 400;\"><strong>Development interview<\/strong><\/span><\/a><span style=\"font-weight: 400;\"> (usually once a year):<br \/> discussing the <\/span><b>personal development<\/b><span style=\"font-weight: 400;\"> and career goals of the employee, focusing on the future<\/span><\/li> <\/ul> <\/li> <\/ul> <p>&nbsp;<\/p> <p><span style=\"font-weight: 400;\">One might think of the main purpose of the traditional interview cycle as determining <\/span><b>professional<\/b><span style=\"font-weight: 400;\"> goals and accomplishments.<\/span><\/p> <p><span style=\"font-weight: 400;\">And therein lies the reason that the old HR cycle is in need of modernisation.<\/span><\/p> <p>&nbsp;<\/p> <h3 id=\"modern\"><strong>The modern HR cycle<\/strong><\/h3> <p><span style=\"font-weight: 400;\">The 3 traditional or formal conversations assume an organization&#8217;s perspective and are actually <\/span><b>one-way<\/b><span style=\"font-weight: 400;\">: corporate goals are translated into goals for an employee, and then the manager assesses whether that person has made enough progress on those goals. <\/span><\/p> <p>&nbsp;<\/p> <p><span style=\"font-weight: 400;\">In short: there is little to no room for the <\/span><b>personal development<\/b><span style=\"font-weight: 400;\"> or feedback from employees themselves. Therefore, in recent years, many companies have revamped their HR cycle and added a number of conversations for employee input.<\/span><\/p> <p>&nbsp;<\/p> <p><span style=\"font-weight: 400;\">The <\/span><b>modern interview cycle<\/b><span style=\"font-weight: 400;\"> consists of at least these 6 components:<\/span><\/p> <p>&nbsp;<\/p> <ol> <li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Combines the formal conversations (the planning, performance and assessment conversation) + the development conversation into one conversation form, the &#8220;<a href=\"https:\/\/staging.learned.io\/en\/blog\/what-is-the-good-talk-and-how-do-you-implement-it\/\">Great Conversation.<\/a><\/span><\/span><\/li> <li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">This formal &#8216;<\/span><span style=\"font-weight: 400;\">Great Conversations.<\/span><span style=\"font-weight: 400;\"><br \/> <span style=\"font-weight: 400;\">&#8216; take place 4 times a year<\/span><br \/> <\/span><\/li> <li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">In addition, there is an <\/span><a href=\"https:\/\/staging.learned.io\/en\/blog\/continue-dialoog-en-hoe-implementeer-je-het\/#:~:text=Met%20een%20'continue%20dialoog'%20wordt,%2D%2C%20functionerings%2D%20en%20beoordelingsgesprek.\"><br \/> <span style=\"font-weight: 400;\">continuous dialogue<\/span><br \/> <\/a><span style=\"font-weight: 400;\"><br \/> <span style=\"font-weight: 400;\"> with regular 1:1 conversations between manager and employee (e.g., every 2 or 4 weeks)<\/span><br \/> <\/span><\/li> <li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">It is <\/span><b>two-way traffic<\/b><span style=\"font-weight: 400;\"><br \/> <span style=\"font-weight: 400;\">: the employee gives input<\/span><br \/> <\/span><\/li> <li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Future-oriented: all discussions aim to evaluate and <\/span><b><br \/> <b>looking ahead<\/b><br \/> <\/b><\/li> <li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Development-oriented: there are <\/span><b>personal development goals<\/b><span style=\"font-weight: 400;\"> for employees, although they always have a direct link to the company goals<\/span><\/li> <\/ol> <p>&nbsp;<\/p> <p><span style=\"font-weight: 400;\">Each organization can structure the conversations as they find most effective, and add additional moments of conversation as needed &#8211; such as an interim 1:1 conversation, development conversation or additional feedback moment.<\/span><\/p> <p>&nbsp;<\/p> <h2 id=\"doorlopend\"><span style=\"font-weight: 400;\">An ongoing dialogue as a basis for modern conversations<\/span><\/h2> <p>&nbsp;<\/p> <p><span style=\"font-weight: 400;\">Thus, the main difference between the modern interview cycle and the 3 traditional interviews is: is not performance-oriented, but is <\/span><b>focused on<\/b> <b>development<\/b><span style=\"font-weight: 400;\">; and not on the basis of one-way traffic, but based on &#8216;servant leadership&#8217; in which <\/span><b>employees also take responsibility<\/b><span style=\"font-weight: 400;\"> for their development.<\/span><\/p> <p>&nbsp;<\/p> <p><span style=\"font-weight: 400;\">This is because of the principles on which the modern interview cycle is based: <\/span><\/p> <ul> <li style=\"list-style-type: none;\"> <ul> <li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">An ongoing dialogue<\/span><\/li> <li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">The new assessment<\/span><\/li> <\/ul> <\/li> <\/ul> <p>&nbsp;<\/p> <p><span style=\"font-weight: 400;\">The conversations in the revamped HR cycle are no longer just 3 or 4 fixed &#8220;measuring moments&#8221; per year, but <\/span><b>consist of a<\/b> <a href=\"https:\/\/staging.learned.io\/en\/blog\/continue-dialoog-en-hoe-implementeer-je-het\/#:~:text=Met%20een%20'continue%20dialoog'%20wordt,%2D%2C%20functionerings%2D%20en%20beoordelingsgesprek.\"><br \/> <b>continuous dialogue<\/b><br \/> <\/a><span style=\"font-weight: 400;\">: they are supplemented in the interim by <\/span><b>informal 1:1 conversations<\/b><span style=\"font-weight: 400;\">. In it, employees discuss their progress on goals, successes and any roadblocks with their supervisor.<\/span><\/p> <p>&nbsp;<\/p> <p><span style=\"font-weight: 400;\">And in addition, the purpose of the 3-4 more formal conversations (such as a progress or development conversation) becomes to not only reflect on the growth, achievements and areas for improvement of a past period, but also to <\/span><b>look ahead<\/b><span style=\"font-weight: 400;\"> &#8211; on the basis of the principles of <\/span><a href=\"https:\/\/staging.learned.io\/en\/blog\/what-is-the-good-talk-and-how-do-you-implement-it\/\"><br \/> <span style=\"font-weight: 400;\">The Great Conversation<\/span><br \/> <\/a><span style=\"font-weight: 400;\">:<\/span><\/p> <p>&#8211; <span style=\"font-weight: 400;\">What contribution can someone make to team and organizational goals in the coming period?<\/span><\/p> <p>&#8211; <span style=\"font-weight: 400;\">What competencies (soft and hard skills) does an employee want to develop further? And what concrete initiatives can the person take to do so?<\/span><\/p> <p>&nbsp;<\/p> <p><span style=\"font-weight: 400;\">A <\/span><b>second starting point<\/b><span style=\"font-weight: 400;\"> for conversations in the modern HR cycle is <\/span><a href=\"https:\/\/staging.learned.io\/en\/blog\/the-new-assessment\/\"><br \/> <span style=\"font-weight: 400;\">the New Assessment<\/span><br \/> <\/a><span style=\"font-weight: 400;\">. This model for evaluation assumes the <\/span><b>developing talents<\/b><span style=\"font-weight: 400;\">, from positive psychology. Again, ongoing dialogue is central, and responsibility for their own development and meeting goals lies with employees.<\/span><\/p> <p>&nbsp;<\/p> <h2 id=\"waarom\"><strong>Why it&#8217;s necessary to revamp your interview cycle<\/strong><\/h2> <p>&nbsp;<\/p> <p><span style=\"font-weight: 400;\">The most important part of the traditional HR cycle, the appraisal interview, has been around <\/span><b>since 1920 <\/b> <span style=\"font-weight: 400;\">and was developed in the U.S. Army. The setup for this dates back to a time when one supervisor had to &#8220;manage&#8221; a group of employees doing roughly the same work.<\/span><\/p> <p>&nbsp;<\/p> <p><span style=\"font-weight: 400;\">But meanwhile, the nature of our work and the labor market have been <\/span><b>changed irreversibly<\/b><span style=\"font-weight: 400;\">.<\/span><\/p> <p>&nbsp;<\/p> <p><span style=\"font-weight: 400;\">There is good reason why many organizations are considering doing away with the <\/span><a href=\"https:\/\/staging.learned.io\/en\/blog\/abolish-performance-appraisal-bad-idea\/\"><br \/> <span style=\"font-weight: 400;\">performance review<\/span><br \/> <\/a><span style=\"font-weight: 400;\">: in the modern world, the traditional interview cycle no longer works.<\/span><\/p> <p>&nbsp;<\/p> <p><span style=\"font-weight: 400;\">This is reflected in the figures: several surveys show that employees and managers are no longer <\/span><b>are no longer satisfied <\/b><span style=\"font-weight: 400;\">with the results of the traditional performance interview.<\/span> <span style=\"font-weight: 400;\">Only <\/span><b>1 out of 5 employees <\/b><span style=\"font-weight: 400;\">in the US find their performance review transparent and conducive to better performance (<\/span><a href=\"https:\/\/www.gallup.com\/workplace\/644717\/chros-think-performance-management-system-works.aspx\" target=\"_blank\" rel=\"noopener\"><br \/> <span style=\"font-weight: 400;\">Gallup<\/span><br \/> <\/a><span style=\"font-weight: 400;\"> 2024). And in 2015 gave <\/span><b>95% of managers<\/b><span style=\"font-weight: 400;\"> in the Netherlands say they are dissatisfied with an annual HR cycle (CEB).<\/span><\/p> <p>&nbsp;<\/p> <p>The benefits of a modern interview cycle:<\/p> <ul> <li style=\"list-style-type: none;\"> <ul> <li style=\"font-weight: 400;\" aria-level=\"1\"><b>You are more flexible as an organization<\/b><span style=\"font-weight: 400;\">: with ongoing conversation and many touch points, employee goals remain relevant because executives can quickly adjust them as organizational goals change. Moreover, you can focus more on digital skills, innovation and learning to work with new technologies.<\/span><\/li> <\/ul> <\/li> <\/ul> <p>&nbsp;<\/p> <ul> <li style=\"list-style-type: none;\"> <ul> <li style=\"font-weight: 400;\" aria-level=\"1\"><b>Employees become more involved<\/b><span style=\"font-weight: 400;\"> in their goals and development, which is also good for their motivation: <\/span><b>73%<\/b><span style=\"font-weight: 400;\"> of employees experience greater job satisfaction thanks to growth opportunities &#8211; according to research by <\/span><a href=\"https:\/\/www.gallup.com\/analytics\/354374\/the-american-upskilling-study.aspx\" target=\"_blank\" rel=\"noopener\"><br \/> <span style=\"font-weight: 400;\">Gallup<\/span><br \/> <\/a><span style=\"font-weight: 400;\">.<\/span><\/li> <\/ul> <\/li> <\/ul> <p>&nbsp;<\/p> <ul> <li style=\"list-style-type: none;\"> <ul> <li style=\"font-weight: 400;\" aria-level=\"1\"><b>With opportunities for development, you also retain more people.<\/b><span style=\"font-weight: 400;\"> More opportunity for professional growth is the 3rd reason employees consider quitting their jobs (source: <\/span><a href=\"https:\/\/www.betterworks.com\/state-of-enablement-report-2023-digital\/\" target=\"_blank\" rel=\"noopener\"><br \/> <span style=\"font-weight: 400;\">Betterworks<\/span><br \/> <\/a><span style=\"font-weight: 400;\"> 2023). And according to research by Linkedin, thanks to a modern interview cycle, you reduce employee departures by 41%.<\/span><\/li> <\/ul> <\/li> <\/ul> <p>&nbsp;<\/p> <ul> <li style=\"list-style-type: none;\"> <ul> <li style=\"font-weight: 400;\" aria-level=\"1\"><b>Certainly the younger generations are easier to retain <\/b><span style=\"font-weight: 400;\">with modern development conversations: learning and development is one of the top 3 priorities of millennials and Gen Z (source: <\/span><a href=\"https:\/\/www2.deloitte.com\/nl\/nl\/pages\/human-capital\/articles\/human-capital-trends.html\" target=\"_blank\" rel=\"noopener\"><br \/> <span style=\"font-weight: 400;\">Deloitte<\/span><br \/> <\/a><span style=\"font-weight: 400;\"> 2024).<\/span><\/li> <\/ul> <\/li> <\/ul> <p>&nbsp;<\/p> <p><span style=\"font-weight: 400;\">Are you also convinced of the benefits of a modern HR cycle?<\/span><\/p> <p><span style=\"font-weight: 400;\">Then the next step is to set up an HR cycle exactly for your organization. <\/span>But how do you go about that?<span style=\"font-weight: 400;\"> We explain that below. \ud83d\udc47<\/span><\/p> <p>&nbsp;<\/p> <h2 id=\"tips\"><strong>5 tips for setting up a modern HR cycle<\/strong><\/h2> <p>&nbsp;<\/p> <p><span style=\"font-weight: 400;\">We share the <\/span><b>most important<\/b><span style=\"font-weight: 400;\"> tips we use ourselves at Learned to set up our conversations in a modern way. This structure helps us focus on the talents of our colleagues.<\/span><\/p> <p>&nbsp;<\/p> <h3><span style=\"font-weight: 400;\">1. Determine the frequency of your conversations in the HR cycle.<\/span><\/h3> <p>&nbsp;<\/p> <p><span style=\"font-weight: 400;\">Consider how often a conversation with your employees is needed.<\/span><\/p> <p><span style=\"font-weight: 400;\">Do your organizational goals change often and quickly? If so, it is smart to <\/span><b>four times a year <\/b><span style=\"font-weight: 400;\">Hold The Great Conversation &#8211; with weekly or monthly 1-on-1 calls for follow-up. This allows you to make timely adjustments to the employee and adjust employee goals as needed:<\/span><\/p> <p>&nbsp;<\/p> <p><b>At set times: &#8216;The Great Conversation <\/b>&#8216; &#8211; reflecting on goals, development and career opportunities<\/p> <ul> <li style=\"list-style-type: none;\"> <ul> <li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">up to 4 times a year<\/span><\/li> <li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">combination of planning, performance and assessment interviews<\/span><\/li> <li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">between employee and manager<\/span><\/li> <li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">both prepare the conversation well<\/span><\/li> <li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">guide = accompanying (online) interview form with questions and topics<\/span><\/li> <\/ul> <\/li> <\/ul> <p>&nbsp;<\/p> <p><b>Ongoing: 1-on-1 conversation <\/b>&#8211; discussing questions, feedback and next steps<\/p> <ul> <li style=\"list-style-type: none;\"> <ul> <li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">continuously, e.g. monthly or weekly<\/span><\/li> <li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">follow-up to The Great Conversation<\/span><\/li> <li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Between employee and manager\/coach<\/span><\/li> <li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">goal = focused on development: progress, achievements to date, obstacles, areas for improvement, tips and feedback<\/span><\/li> <\/ul> <\/li> <\/ul> <p>&nbsp;<\/p> <h3><span style=\"font-weight: 400;\">2. Give managers a clear structure for good conversations.<\/span><\/h3> <p>&nbsp;<\/p> <p><span style=\"font-weight: 400;\">We recommend that managers engage in ongoing conversations with employees &#8211; and then discuss together the employee&#8217;s current position, career prospects and skills gap within the organization.<\/span><\/p> <p><span style=\"font-weight: 400;\">You can do so using a standard interview form, such as for a <\/span><a href=\"https:\/\/staging.learned.io\/en\/template\/template-planning-meeting\/\"><br \/> <span style=\"font-weight: 400;\">planning interview<\/span><br \/> <\/a><span style=\"font-weight: 400;\">, a <\/span><a href=\"https:\/\/staging.learned.io\/en\/template\/template-1-1-meetings\/\"><br \/> <span style=\"font-weight: 400;\">1-on-1 conversation<\/span><br \/> <\/a><span style=\"font-weight: 400;\"> or a form for a <\/span><a href=\"https:\/\/staging.learned.io\/en\/template\/performance-review-new-style\/\"><br \/> <span style=\"font-weight: 400;\">performance appraisal interview<\/span><br \/> <\/a><span style=\"font-weight: 400;\">. <\/span><\/p> <p>&nbsp;<\/p> <p><i><span style=\"font-weight: 400;\">Tip! \ud83d\udca1 The Learned platform contains more than 10 conversation forms that we use ourselves for the conversations with our employees. We based these forms on the best practices of The New Assessment and they are available for free to any user who is registered as a &#8220;coach.<\/span><\/i><\/p> <p>&nbsp;<\/p> <p><span style=\"font-weight: 400;\">For the structure of your formal conversations, you can follow this order:<\/span><\/p> <p>&nbsp;<\/p> <h4><strong>Conversation structure part 1: evaluating<\/strong><\/h4> <p><span style=\"font-weight: 400;\">Periodically reflect on the employee&#8217;s achievements and developments over the past period. Managers discuss (1) successes and areas of improvement to date; and (2) look ahead to competencies to develop further.<\/span><\/p> <p>&nbsp;<\/p> <p><b>1. Involvement<\/b><\/p> <p><b>Goal<\/b><span style=\"font-weight: 400;\">: To know how someone stands in the race.<\/span><\/p> <p><span style=\"font-weight: 400;\">We always start the conversation with the soft side, because we want to know if the employee enjoys going to work, what the reasons are for that and what we can improve.<\/span><\/p> <p>&nbsp;<\/p> <p><b>2. Performance<\/b><\/p> <p><b>Goal<\/b><span style=\"font-weight: 400;\">: express appreciation or resolve (potential) problems early, keep goals sharp and celebrate successes.<\/span><\/p> <p><span style=\"font-weight: 400;\">Now that we know how someone is feeling, we look back at the past period. We evaluate goals, outcome agreements or responsibilities that stem from the employee&#8217;s job profile.<\/span><\/p> <p>&nbsp;<\/p> <p><b>3. Development, competencies and skills<\/b><\/p> <p><b>Goal:<\/b> <span style=\"font-weight: 400;\">discover talent (through analysis) and discuss commitment to development.<\/span><\/p> <p><span style=\"font-weight: 400;\">We evaluate personal learning goals and development agreements. These were recorded by the employee at the beginning of the quarter. By reflecting on this more often, we implement the points learned into our daily work.<\/span><\/p> <p><span style=\"font-weight: 400;\">We look at the employee&#8217;s (desired) behavior and knowledge level. To do this, we use the required competencies and skills from this employee&#8217;s job profile. For example, do we see an improvement in skills because of the learning objectives he\/she is working on? We want to not only dwell on where someone is good, but also look at how to turn a &#8220;7&#8221; into a &#8220;9.<\/span><\/p> <p>&nbsp;<\/p> <h4><strong>Conversation structure part 2: looking ahead<\/strong><\/h4> <p><span style=\"font-weight: 400;\">Following the principles of a modern HR cycle, you then discuss plans and expectations for the <\/span><b>future<\/b><span style=\"font-weight: 400;\">. <\/span><\/p> <p>&nbsp;<\/p> <p><b>4. Goals<\/b><\/p> <p><b>Purpose<\/b><span style=\"font-weight: 400;\">: setting business goals<\/span><\/p> <p><span style=\"font-weight: 400;\">We look at what the employee wants to contribute to the growth of our company in the upcoming quarter. Consider, for example, (new) responsibilities needed for new projects or KPIs.<\/span><\/p> <p><span style=\"font-weight: 400;\">These questions can help:<\/span><\/p> <ul> <li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">What contribution can the employee make to team and organizational goals in the coming period?<\/span><\/li> <li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">What would the employee still like to develop?<\/span><\/li> <li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">What can the employee do to move one step closer to his or her career goal?<\/span><\/li> <\/ul> <p>&nbsp;<\/p> <p><b>5. Career Path<\/b><\/p> <p><b>Goal<\/b><span style=\"font-weight: 400;\">: Find out where the employee wants to go in his\/her career.<\/span><\/p> <p><span style=\"font-weight: 400;\">We ask about the employee&#8217;s ambition. Does the employee want to continue developing in the current role with additional responsibilities, for example, or is one interested (in the long run) in a different role within Learned?<\/span><\/p> <p>&nbsp;<\/p> <p><b>6. Development agreements<\/b><\/p> <p><b>Goal<\/b><span style=\"font-weight: 400;\">: Determine together what new development goals the employee will work on.<\/span><\/p> <p><span style=\"font-weight: 400;\">We look at what competencies and skills the employee can further develop so they can perform even better in their current role or grow into their future ambition.<\/span><\/p> <p>&nbsp;<\/p> <p><b>7. Feedback from employees<\/b><\/p> <p><b>Goal<\/b><span style=\"font-weight: 400;\">: To respond to feedback and areas for improvement about the organization and functioning of supervisor\/manager.<\/span><\/p> <p><span style=\"font-weight: 400;\">Finally, we will discuss the feedback the employee has for the manager and what he\/she would like to see improved within our company. Because development comes from both sides!<\/span><\/p> <p>&nbsp;<\/p> <h3><span style=\"font-weight: 400;\">3. Don&#8217;t discuss terms of employment (yet)<\/span><\/h3> <p><span style=\"font-weight: 400;\">Conversations within a revamped HR cycle deliberately do not address terms and conditions of employment. In fact, in our way of working, assessments and remuneration are separate. Of course, you use the ratings from The Great Conversation as input for determining the rewards, but we don&#8217;t put them in line with each other. <\/span><\/p> <p><span style=\"font-weight: 400;\">At Learned, this means that we use our HR cycle to focus on development and not use it directly to discuss terms and conditions of employment. For that, we schedule a separate meeting &#8211; namely at the beginning of a new year (in January), or a month before a contract renewal.<\/span><\/p> <p>&nbsp;<\/p> <h3><span style=\"font-weight: 400;\">4. Use 360-degree feedback for greater insight<\/span><\/h3> <p><span style=\"font-weight: 400;\">Before the development interview, have employees fill out a questionnaire. You can also choose to go through <\/span><a href=\"https:\/\/staging.learned.io\/en\/blog\/this-is-how-you-get-employees-to-assess-each-other-through-the-use-of-360-degree-feedback\/\"><span style=\"font-weight: 400;\">360 degree feedback<\/span><\/a><span style=\"font-weight: 400;\"> solicit input from colleagues or customers. That way, the manager gets a richer picture of performance and it&#8217;s a fair process for the employee. <\/span><\/p> <p><span style=\"font-weight: 400;\">We integrated these feedback forms into our Learned platform. For example, one form allows us to store employee responses, peer opinions and manager feedback.<\/span><\/p> <p>&nbsp;<\/p> <h3><span style=\"font-weight: 400;\">5. Follow up the conversations in the HR cycle<\/span><\/h3> <p><span style=\"font-weight: 400;\">At Learned, we want to create more feedback moments for our colleagues in the HR cycle so that we can build on the topics discussed in the &#8220;Great Conversations&#8221; &#8211; thus meeting our goals faster. <\/span><\/p> <p><span style=\"font-weight: 400;\">To do this, we use 1-on-1 conversations that we have with each other on a weekly (or monthly) basis. We then discuss:<\/span><\/p> <ol> <li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">brief evaluation of past period<\/span><\/li> <li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">progress on the goals (which we had established in The Great Conversation)<\/span><\/li> <li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">possible blockages in daily activities<\/span><\/li> <\/ol> <p>&nbsp;<\/p> <h2><strong><span style=\"font-weight: 400;\">Getting started yourself: revamp your HR cycle in 5 steps<\/span><\/strong><\/h2> <p>&nbsp;<\/p> <p><span style=\"font-weight: 400;\">Are you convinced? Is it time to give your (traditional) HR cycle an update? Then get started with our e-guide <\/span><a href=\"https:\/\/staging.learned.io\/en\/e-guide\/modern-hr-cycle\/\"><br \/> <span style=\"font-weight: 400;\">&#8216;Design your own modern HR cycle in 5 effective steps&#8217;<\/span><br \/> <\/a><span style=\"font-weight: 400;\">.<\/span><\/p> <p><span style=\"font-weight: 400;\">We&#8217;ll give you pointers, tips and a variety of sample questions you can use to design or improve a new cycle.<\/span><\/p>","protected":false},"excerpt":{"rendered":"<p>More and more organizations are moving from a traditional to a modern HR cycle. The traditional appraisal cycle of planning, progress and assessment is now obsolete, as you may wonder if your appraisal cycle is still in line with modern business practices. And maybe it&#8217;s time to modernize your HR cycle, too. Here&#8217;s how: find [&hellip;]<\/p>\n","protected":false},"author":21,"featured_media":14315168,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[116],"tags":[],"class_list":["post-14297785","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog"],"acf":[],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/staging.learned.io\/en\/wp-json\/wp\/v2\/posts\/14297785","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/staging.learned.io\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/staging.learned.io\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/staging.learned.io\/en\/wp-json\/wp\/v2\/users\/21"}],"replies":[{"embeddable":true,"href":"https:\/\/staging.learned.io\/en\/wp-json\/wp\/v2\/comments?post=14297785"}],"version-history":[{"count":6,"href":"https:\/\/staging.learned.io\/en\/wp-json\/wp\/v2\/posts\/14297785\/revisions"}],"predecessor-version":[{"id":14315707,"href":"https:\/\/staging.learned.io\/en\/wp-json\/wp\/v2\/posts\/14297785\/revisions\/14315707"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/staging.learned.io\/en\/wp-json\/wp\/v2\/media\/14315168"}],"wp:attachment":[{"href":"https:\/\/staging.learned.io\/en\/wp-json\/wp\/v2\/media?parent=14297785"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/staging.learned.io\/en\/wp-json\/wp\/v2\/categories?post=14297785"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/staging.learned.io\/en\/wp-json\/wp\/v2\/tags?post=14297785"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}