Quarterly Conversation 1:1

I. Overview

Picture having a genuine, transparent conversation every 90 days with your direct manager where you can openly discuss your progress, successes, and areas for improvement. This provides an opportunity for both parties to enhance their comprehension of each other. Managers can understand the challenges their employees are encountering and offer assistance, while employees can provide feedback to their managers about their leadership and management skills to enhance them in the future.

It is recommended that your company implements this Conversation as soon as possible if it has not done so already.

When engaging in a conversation using Simplamo's framework, can prevent both parties from straying off-topic or becoming lost. Additionally, the resulting Conversation will be recorded and analyzed by Simplamo to determine if both parties are compatible for future endeavors.

II. Preparation

Before starting, let's remember a few points for both the Evaluator and the Employee being evaluated:

1. For the Evaluator:

• Please ensure to schedule the meeting with a minimum of 1 week's notice.
• ENCOURAGE conducting the meeting outside of the company premises.
• To maintain a focused conversation, try using the question framework on Simplamo.
• Provide concrete evidence for each evaluation criterion.
• Acknowledge and praise the employee's achievements and efforts.
• Quickly take notes on the points discussed by the employee on Simplamo.
• Conduct the employee evaluation and self-assessment of leadership and management skills, then simply click "Save" on Simplamo.

2. For the employee (being evaluated)

• After receiving the email about the upcoming Conversation, it's important to conduct a self-assessment and mark it as "Complete" so that your Manager can review your results.
• Be honest and open about any issues or suggestions.
• Be punctual for the appointment.

III. Evaluation Criteria

1. Identifying "Right People"

In this evaluation section, we assess the alignment with the company's "Core Values":

• Mark a (+) in the cell if they consistently live and demonstrate the Core Values during their time at the Company.
• Mark a (+/-) in the cell if they occasionally "demonstrate" but occasionally "do not" demonstrate the values because no one is perfect.
• A (-) indicates that the personnel mostly do not live up to the company's Core Values.

2. Identifying "Right Seat"

In the "Role" evaluation on the Organization Chart:

GET IT: Do they get the job? → YES / NO

• Do they comprehend both the internal and external components of their job?
• Do they comprehend how their job relates to and impacts others?
• Do they feel fully engaged and connected to their work?

For example, Personnel who display rude behavior as flight attendants or do not comprehend the product after a month of training are considered individuals who do not "comprehend it."

WANTS IT: Do they want this job? → YES / NO

• Do they truly interested in taking on this role?
• Do they wake up early every morning and feel motivated to start working?
• Do they passionate about the role they are taking on?

For example, A small business accountant based in Ho Chi Minh City informs their manager: "I've been doing this job for 10 years. I want to do something else. I think I don't want to do this job anymore."

CAPACITY: → YES / NO

• Do they have the capability of fulfilling the roles assigned to them?
• Do they possess the necessary intellectual, emotional, physical, and temporal resources to handle the task?

For example, Two examples of personnel lacking job capacity are a receptionist who struggles with the phone system and an IT specialist who is afraid of making mistakes.

3. Results of Quarterly Priority Objectives:

The evaluator should focus on the main topic questions: “What is working effectively?”, “What is not effective?”, “What needs improvement?”

1. “What is working effectively?”

Here are some suggested questions for the Employee being evaluated to ask themselves while preparing for their discussion:

• Which accomplishments from the past quarter am I most proud of?
• What proposed changes have I made to enhance my job performance?
• What have I done well to achieve Priority Objectives/Rocks and Key Performance Indicators (KPIs)/scorecards?
• Am I actively contributing to projects and fulfilling a valuable role?
• How have I demonstrated the company's core values?
• Has my Manager provided me with the necessary tools and guidance to perform well?

2. “What is not effective?”

In preparing for the discussion about "what is not effective?", it is important to clarify that this is not a "blame session," Instead, it's an opportunity to identify any issues and discuss how to address them with your manager. To help you prepare, consider the following questions:

• What is making my job more challenging?
• Which processes are not being followed by individuals?
• Have I identified the root causes of the issues I'm facing?
• In what ways have I failed to demonstrate the core values?
• What else could I have done to achieve my Goals and Metrics? (In case you haven't achieved your Goals and Metrics)
• How can my manager help me succeed better?
• What is not effective with your direct manager?
• What aspects of your direct manager's approach are not working effectively?
• Assessment Section for Leadership and Management: Please answer each question on Simplamo honestly using either "Yes" or "No".

III. Execution Process

During the official 1:1 Conversation session, the Evaluator will act as the Facilitator. To ensure a successful session, please follow the five steps outlined below:

Throughout the session, take note of the ineffective aspects as "issues" to discuss together during Step 4.

Step 1: Warm-up

Both the Manager and Employee are required to share one personal and one work-related good news from the past quarter.

Step 2: Listen to the Employee

The Manager/Evaluator listens to the Employee's self-assessment based on the prepared content:

• How have you demonstrated the core values of the company?
• In their current roles: Do employees truly get it/wants it/have the necessary capabilities to carry out their responsibilities?
• Progress on achieving the quarterly goals (completed or not)? Any challenges or issues encountered? What strategies have worked for you and which ones haven't been effective?
• Provide feedback on the leadership and management capabilities of immediate superiors.
• Next steps/proposals.

Step 3: Feedback

The Manager / Evaluator provides feedback to the Employee on similar topics. For each "No" or "-" factor, validation requires approximately three pieces of concrete evidence.

Step 4: Problem Solving

For this step, categorize the issues into 3 types:

• Unresolvable issues: Clarify and agree together. If it is an issue at the company level, the Manager should make a note and raise it in the Leadership Team meeting.
• The Manager will handle the following issues: Clarify with the employee how to handle the situation - Timeframe for resolution.
• The Employee will handle the following issues: Clarify or guide the employee on how to handle the situation - Timeframe for resolution.

Step 5: Conclusion

Agree on the next steps.

Based on the employee's self-assessment, the Manager will provide their observations and evaluate the software. The Manager's final results will be transferred to the HR department for further action.

The Employee Conversation on Simplamo is an extra document that accompanies the Annual Performance Review. If you conduct this Conversation every quarter, the annual performance evaluation for employees, whether the result is positive or negative, will not come as a surprise to either party.

• *Note: Managers should take the initiative to schedule a productive Conversation with their employees for optimal results. If the employee notices that the Conversation hasn't been scheduled, they can approach their manager and inquire about setting a time for it. After the Conversation is completed, its results can be viewed on Simplamo.*

Best luck with your conversation.