Following Up

Once the course has been set, it is absolutely essential for the manager to schedule update meetings to follow up on the progress. As the saying goes, they only respect what you inspect. If the manager is truly committed to the employee’s growth and development, then there has to be consistent follow up. The manager also needs to hold the employee accountable for the development.

I have worked for managers who have said they were “too busy” and “couldn’t make the time.” If the manager can’t make the time to develop employees, then they are creating a difficult situation for themselves in the future. The employees will not be loyal, motivated, or productive, and ultimately that will reflect on the manager. If the manager can’t make a commitment, then they shouldn’t expect the employee to make the commitment.

The frequency of the follow-up meetings is at the discretion of the manager. It is dependent on the preferences of the employee, the personality of the employee, and what works. Some employees have a need to meet more frequently and some less. The manager must determine what works with each employee. The main point is that the meetings need to happen, they need to be scheduled, and they need to be formal. A casual chance meeting and discussion in the lunchroom is not a follow-up meeting.

At the meetings, the manager should find out three key pieces of information:

1. What is being done?

2. What have they learned?

3. What can you do to help?

If progress is being made, then the manager should compliment their progress. If progress isn’t being made, then there needs to be some discussion as to why it isn’t happening. There are several reasons why this happens:

•   The employee hasn’t made the commitment to their plan.

•   The employee doesn’t believe it will work.

•   The employee hasn’t made it a priority.

•   The employee hasn’t made it part of his/her schedule.

•   The employee doesn’t understand what to do.

•   Lack of self-esteem/confidence

•   Poor time management

•   Lack of commitment from the manager

•   History of managers who did not help him/her

•   Low level of trust

If progress isn’t being made, the manager needs to resolve it and get the employee back on track through coaching and encouragement.

The Annual Review