Talent conversation
Talent management toolkitGuidance on how to deploy and manage the talent conversation
Overview of talent conversations
Talent conversations enable talented individuals to receive targeted development which stretches them and allows them to be fast-tracked into senior roles, with senior level support in terms of coaching and exposure.
However, talent conversations can also be about supporting and retaining staff in specialist, business-critical roles, for example, a clinical librarian.
Talent conversations are different to annual reviews as this type of discussion builds on the outcomes of an annual review. If a member of staff consistently exceeds expectations in terms of performance and attitude, you may consider them to have potential to grow in their role. A talent conversation helps support this and gives a framework for that person to gain exposure and opportunities to help this. You do not need to have talent management conversations with all of your staff.
A talent conversation could be initiated either by a manager or by an individual who considers themselves to demonstrate consistently high levels of performance. For example, a professional lead for NHS library and knowledge services in a region.
It is important to acknowledge that in the library and information sector, senior roles often lie within or outside traditional knowledge and library environments and that managers should consider the breadth and depth of behavioural and leadership competencies as well as individuals’ technical expertise.
If you decide to initiate a talement management conversation, you should hold the initial meeting and review your discussion in 6 and 12 months.
Tips for a successful conversation
- Both sides need to be clear about why they are there and their expectations of the session. It is vital that both sides prepare, including making sure they are aware of any upcoming organisation or library specific frameworks programmes that may be available.
- Before the conversation, consider your own organisation, wider regional networks, including Health Education England and Chartered Institute of Library and Information Professionals (CILIP). Think about your organisational structure and who are the influential people who may be able to offer support.
- Interviewee's should be prepared for the conversation. If they don’t prepare you might ask if they are committed to the process. They should be in a position to talk about their own development and how they would like to take full advantage of opportunities available to them.
- Focus on the positives in their performance. Discuss the interviewee’s performance and how this has led to them being identified as someone with potential. Talk to them about their career aspirations and how they would like to develop. Link your conversation to organisational and regional priorities.
- Talent coversations need to be held in a private area with no distractions. Consider location, if you work in different areas. Be mindful of interruptions and distraction.
Guidance for interviewers and interviewees
Use this guidance to help you prepare to host a talent conversation.
Preparing for the discussion
- Give enough notice for both parties to have enough time to plan the meeting and reflect on their performance.
- Find a mutually convenient venue that is private and without the possibility of being interrupted.
- Consider the time of day when you will have the discussion.
- Plan enough time for the discussion; if you finish early, that’s a bonus!
- Read through your documentation and prepare for the discussion.
- Bring any additional competency or behavioural frameworks you may wish to reference in the discussion.
Topic Goal Reality Options Way forward (TGROW) Model
Helpful question for ‘Topic’
- What would you like to talk about?
- What would you like to develop?
Helpful questions for ‘Goal’
- What outcome are you seeking by the end of the conversation?
- What is your long term goal?
Helpful questions for ‘Reality’
- What is the present situation?
- Who can support you?
Helpful questions for ‘Options’
- What could you do?
- What options can you create?
- Which options are most appealing?
Helpful questions for ‘Way Forward’
- What will you do?
- When will you do it?
What support do you need to accomplish it?
- How strong is your intention?
Manager responsibilities
- Allow enough time and space for the conversation.
- Plan the conversation and identify where this fits into the local, regional and national picture.
- Identify, develop and, where possible, retain talent.
- Conduct performance reviews and individual personal development planning.
- Facilitate the development of high-potential individuals.
- Monitor individuals development and achievement and track their progress.
- Act as a coach and mentor.
- Be a role model of your organisation’s/professional body’s values and ethics.
During the meeting
- Review and agree performance against your chosen competency framework.
- Give feedback from yourself and other appropriate colleagues.
- Agree individual development plans and review on regular basis.
- Discuss current and future activity such as shadowing and mentoring.
- Discuss succession plans for the leadership team and any critical roles.
- Agree recommendations for next role for those ready for a role move.
- Discuss the longer-term aspirations of the interviewee.
- Develop a clear personal development plan.
Reflective practice: preparation questions
- What are their main responsibilities?
- What have they achieved since their last review?
- What have they done particularly well?
- What examples of their work demonstrate this?
- What have they enjoyed doing most since their last review?
- What have they found difficult? Why?
- What support do they need?
- Were there any barriers to their achievement?
- Is there anything they would like to do that they don’t do now?
- How does their role help make an impact on patient care?
- What feedback have they received from others that demonstrates their Trust’s / professional body’s values and behaviours?
- What plans do they have for their professional development/career/job role?
Use this guidance to help you prepare for your talent conversation.
Preparing for the discussion
- Make sure have given yourself enough time to get to the venue and you know where you are going. Consider the time of day and parking arrangements.
- Be clear about what you want to talk about. Think about your achievements from the last year and how these are above and beyond expectations.
- Research different development opportunities that are available both in your Trust and across the regional network. Remember development is not just about attending training.
- Plan enough time for the discussion - if you finish early that’s a bonus!
Development opportunities - some options and opportunities
- People have different preferences for learning and how they like to develop themselves.
- On the job learning, including, work-shadowing, secondments and guided observation.
- Training courses and classroom-based learning.
- E-learning packages, podcasts and vodcasts.
- Group activities and collaborative learning opportunities.
Your responsibilities
- Prepare for the discussion, giving yourself enough time to reflect on your own performance and where you would like your career to move.
- Find out about the regional and local direction of your service, including business and strategic plans.
- Take ownership for your development, plan your key stages and measures of success.
- Complete any actions and objectives you agree.
- Act as a positive role-model.
During the meeting
- Discuss your performance and how this has made a positive impact on the library service.
- Link your performance to your organisations’ strategic plans and those of the regional library network.
- Highlight the work you have done that exceeds organisation expectations and meets world class performance.
- Tell the reviewer about your career aspirations and where see your career progressing.
- Be clear about what you need from your reviewer or organisation and discuss this in the meeting.
- Discuss what current and future development activity you could access and agree a plan.
Preparation questions
- What are your main responsibilities?
- What have you achieved since their last review?
- What have you done particularly well?
- What examples of your work demonstrate this?
- What have you enjoyed doing most since your last review?
- What have you found difficult and why?
- What support do you need?
- Were there any barriers to your achievement?
- Is there anything you would like to do that you don’t do now?
- How does your role help make an impact on patient care?
- What feedback have you received from others that demonstrates yourTrust’s / professional body’s values and behaviours?
- What plans do you have for your professional development/career/job role?
Use this guidance to help you prepare to host a talent conversation.
Preparing for the discussion
- Give enough notice for both parties to have enough time to plan the meeting and reflect on their performance.
- Find a mutually convenient venue that is private and without the possibility of being interrupted.
- Consider the time of day when you will have the discussion.
- Plan enough time for the discussion; if you finish early, that’s a bonus!
- Read through your documentation and prepare for the discussion.
- Bring any additional competency or behavioural frameworks you may wish to reference in the discussion.
Topic Goal Reality Options Way forward (TGROW) Model
Helpful question for ‘Topic’
- What would you like to talk about?
- What would you like to develop?
Helpful questions for ‘Goal’
- What outcome are you seeking by the end of the conversation?
- What is your long term goal?
Helpful questions for ‘Reality’
- What is the present situation?
- Who can support you?
Helpful questions for ‘Options’
- What could you do?
- What options can you create?
- Which options are most appealing?
Helpful questions for ‘Way Forward’
- What will you do?
- When will you do it?
What support do you need to accomplish it?
- How strong is your intention?
Manager responsibilities
- Allow enough time and space for the conversation.
- Plan the conversation and identify where this fits into the local, regional and national picture.
- Identify, develop and, where possible, retain talent.
- Conduct performance reviews and individual personal development planning.
- Facilitate the development of high-potential individuals.
- Monitor individuals development and achievement and track their progress.
- Act as a coach and mentor.
- Be a role model of your organisation’s/professional body’s values and ethics.
During the meeting
- Review and agree performance against your chosen competency framework.
- Give feedback from yourself and other appropriate colleagues.
- Agree individual development plans and review on regular basis.
- Discuss current and future activity such as shadowing and mentoring.
- Discuss succession plans for the leadership team and any critical roles.
- Agree recommendations for next role for those ready for a role move.
- Discuss the longer-term aspirations of the interviewee.
- Develop a clear personal development plan.
Reflective practice: preparation questions
- What are their main responsibilities?
- What have they achieved since their last review?
- What have they done particularly well?
- What examples of their work demonstrate this?
- What have they enjoyed doing most since their last review?
- What have they found difficult? Why?
- What support do they need?
- Were there any barriers to their achievement?
- Is there anything they would like to do that they don’t do now?
- How does their role help make an impact on patient care?
- What feedback have they received from others that demonstrates their Trust’s / professional body’s values and behaviours?
- What plans do they have for their professional development/career/job role?
Use this guidance to help you prepare for your talent conversation.
Preparing for the discussion
- Make sure have given yourself enough time to get to the venue and you know where you are going. Consider the time of day and parking arrangements.
- Be clear about what you want to talk about. Think about your achievements from the last year and how these are above and beyond expectations.
- Research different development opportunities that are available both in your Trust and across the regional network. Remember development is not just about attending training.
- Plan enough time for the discussion - if you finish early that’s a bonus!
Development opportunities - some options and opportunities
- People have different preferences for learning and how they like to develop themselves.
- On the job learning, including, work-shadowing, secondments and guided observation.
- Training courses and classroom-based learning.
- E-learning packages, podcasts and vodcasts.
- Group activities and collaborative learning opportunities.
Your responsibilities
- Prepare for the discussion, giving yourself enough time to reflect on your own performance and where you would like your career to move.
- Find out about the regional and local direction of your service, including business and strategic plans.
- Take ownership for your development, plan your key stages and measures of success.
- Complete any actions and objectives you agree.
- Act as a positive role-model.
During the meeting
- Discuss your performance and how this has made a positive impact on the library service.
- Link your performance to your organisations’ strategic plans and those of the regional library network.
- Highlight the work you have done that exceeds organisation expectations and meets world class performance.
- Tell the reviewer about your career aspirations and where see your career progressing.
- Be clear about what you need from your reviewer or organisation and discuss this in the meeting.
- Discuss what current and future development activity you could access and agree a plan.
Preparation questions
- What are your main responsibilities?
- What have you achieved since their last review?
- What have you done particularly well?
- What examples of your work demonstrate this?
- What have you enjoyed doing most since your last review?
- What have you found difficult and why?
- What support do you need?
- Were there any barriers to your achievement?
- Is there anything you would like to do that you don’t do now?
- How does your role help make an impact on patient care?
- What feedback have you received from others that demonstrates yourTrust’s / professional body’s values and behaviours?
- What plans do you have for your professional development/career/job role?
The talent management grid is also (available in the Downloads) and provides a framework to enable managers and professionals to distinguish between talent and those consistently doing a great job day-to-day.
Page last reviewed: 25 August 2023
Next review due: 25 August 2024