Barriers to Development Conversations
Introduction
A development conversation in organisations is a purposeful, 2-way dialogue between a manager (or leader) and an employee that focuses on the employee’s growth, learning and future potential; it is not just about their past performance.
It is a structured, ongoing dialogue between management and staff aimed at identifying strengths, clarifying aspirations, exploring growth opportunities and co-creating actionable plans that enhance both individual capability and organisational performance.
It is designed to support professional and personal development, align individual goals with organisational objectives and strengthen engagement, capability and retention.
Key Characteristics
- Future-Focused – Concentrates on where the employee is going, not only where they’ve been.
- Strengths-Based – Builds on what people do well, rather than fixating on weaknesses.
- Collaborative – A joint exploration, not a manager-led evaluation.
- Continuous – Occurs regularly as part of everyday leadership, not just once a year.
- Action-Oriented – Leads to tangible development goals, learning experiences, and feedback loops.
- Trust-Based – Requires psychological safety and open, honest communication.
- Contextualised – Links personal growth to the team’s and organisation’s direction or strategy.
Purpose in Organisations
Development conversations aim to:
- Enhance capability – Identify skill gaps and learning opportunities.
- Increase engagement – Show employees they are valued and invested in.
- Support succession planning – Prepare people for future roles and responsibilities.
- Align individual and organisational goals – Ensure personal growth contributes to strategic success.
- Foster a learning culture – Encourage reflection, feedback and continuous improvement.
How Development Conversations Differ from Performance Reviews
| Traditional Performance Review | Development Conversation |
|---|---|
| 1. Focuses on past performance | Focuses on future growth |
| 2. One-way evaluation | Two-way dialogue |
| 3. Judgemental and formal | Developmental and informal |
| 4. Annual or infrequent | Continuous and integrated |
| 5. Manager-driven | Partnership-based |
| 6. Tied to pay or appraisal | Tied to learning and potential |
Some Example of Topics in a Development Conversation
- “What energises you most about your current work?”
- “Which new skills would you like to develop this year?”
- “Where do you see yourself contributing more to our team goals?”
- “What kind of support or resources would help you grow further?”
(main source: Tim Baker, 2014)