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Performance conversation resources

Last updated on October 27, 2025

Any conversation about an employee and their work is a performance development conversation.

It can be:  

  • An informal check-in  
  • A regular one-on-one
  • Recognition for a job well done  
  • Coaching or feedback  
  • A more formal conversation when trying to change behaviour 

Meaningful conversations about performance and development help: 

  • Build the relationship between supervisor and employee, creating trust 
  • Provide clarity to the employee, such as: what’s my job, how am I doing so far and what do I need to improve 
  • Provide insight about what’s important to each employee and what motivates them 
  • Make the process meaningful to employees: a supervisor can offer feedback and suggestions based on the employee’s career interests 
  • Create an opportunity to discuss working styles 
  • Build engagement and improve results

On this page

Effective conversations

Conversations are effective when:

  • They are authentic and genuine 
  • They come from a place of wanting to improve and develop 
  • They include elements of evaluation, recognition and coaching as required 
  • Participants receive feedback from a source they trust and feel safe 
  • Participants come open to learn and listen 
  • Participants prepare in advance 

Elements of a meaningful conversation

When preparing for and holding performance conversations, consider the following tips:

  • Prepare in advance. Be clear on your intent, purpose and what you hope to achieve. Let participants know ahead of time when you will meet and what you will discuss
  • Take some time to reflect before the conversation. Review the conversation template ahead of time to help you prepare. The template includes sample questions you might discuss
  • Participants are more likely to appreciate and integrate feedback when it can help them improve and develop. Check in with yourself and make sure your feedback will achieve this
  • Ask open-ended questions to encourage reflection and learning. You may choose to plan questions ahead of time. Each conversation template includes sample questions and other supports
  • Ensure you and all participants share a common understanding of key messages and future actions. Document significant commitments in the conversation template
  • Recognize and acknowledge the efforts, perspectives and circumstances of all participants. We all want to feel seen, heard and understood
  • Ask for feedback to learn more about what you can do to improve the quality and content of future conversations. Then apply that feedback in your future conversations

Elements of effective feedback 

Feedback is effective when it is: 

  • Timely, regardless of whether it is complimentary or corrective 
  • Specific and supported by examples to ensure the feedback is well understood 
  • Focused on observable behaviours that you have seen or heard rather than broad comments about a person. For example: “I saw you were 15 minutes late to work on Monday and Thursday of this week,” rather than “you are not a punctual person” or “you are always late for things” 
  • Supported by an impact statement. What and who did the behaviour impact, for better or worse 
  • Focused on future improvements, not past mistakes. What can and will we do next time? 

Asking for feedback or inquiring into someone else’s perspective 

For conversations to be meaningful and to build a trusting relationship, you want to understand what is happening from the other’s perspective. By inquiring into the other person’s views you gain an opportunity to really listen for the benefit of your own learning. Supervisors may find it helpful to ask questions to encourage employees to self-evaluate: 

  • What’s your perspective on this? Or, what are your thoughts? 
  • Overall, how do you feel your performance has been? 
  • Tell me about some of your successes this year 
  • What areas do you feel you could most improve in? 
  • What would help you improve in those areas? 
  • What’s getting in the way of your success? 
  • What do you need from me? 

Your goal is to encourage the other person to share as much as possible from their point of view. Stay open and curious, listen and let them talk until they are finished. Resist the temptation to interject your opinion about their statements. Listen and learn all you can about the situation. You may be surprised, at times, to learn that how the other person views the subject is different than what you expected. By allowing them to share their thoughts, you will gain a keener insight as to how to approach your points. 

Performance conversation template resources

Use the performance check-in template and conversation resources for most conversations. It includes options to:  

  • Capture progress against goals  
  • Celebrate successes  
  • Discuss ways to improve future performance outcomes  
  • Record a performance evaluation 

To support conversations needing a more specific focus, use the other conversation templates:

How to use the MS Word versions of the conversation templates

  • Review the conversation template resource most related to the type of conversation you would like to have 
  • Schedule a conversation with your conversation participant and let them know what you would like to talk about 
  • Complete a conversation template (MS Word) of your choice 
  • Once you and your conversation participate have each had the opportunity to add comments and review each others’ comments, sign the conversation 

To add the completed conversation template (the conversation template has both the employee’s and the supervisor’s signature) to the employee’s Performance Development profile and employment record, either: 

  • Email the completed conversation template to Performance.development@gov.bc.ca
  • Submit the completed conversation template via an AskMyHR (IDIR restricted) service request. Use the categories Myself > HR Software Systems Support > Performance Development Platform 

The performance development team will confirm with both conversation participants that we have the final version of the conversation to be documented.

You can also access and complete the conversation template resources within the My Conversations section of the Performance Development Platform (PDP) (IDIR restricted).

Addressing a performance issue 

Addressing performance issues are some of the more awkward conversations for many of us. One way supervisors can err is by being so vague an employee doesn’t understand what changes are expected of them. Conversations can also be abrupt or come from a place of frustration or anger. Consider the following when addressing a performance issue:  

  1. Ask yourself if this is a good time to give feedback. Generally, it’s best to have discussions about an issue soon after the behaviour. Yet, you could notice that either you or the other individual is not in the right frame of mind for a productive conversation. If that’s the case, find another moment, but don’t postpone the conversation for long.  
  2. Consider your responsibilities as a supervisor. How may have you contributed to the situation? For example, by giving unclear instructions or not providing necessary training. Be prepared to provide what’s necessary if anything was missed. 
  3. Addressing issues with an employee in the early stages includes: 
  • Being able to clearly state the issue 
  • Basing your comments on specific situations and being prepared to share an example or two. What was the actual behaviour noticed? 
  • Explaining the impact of the behaviour. Why is this important? 
  • Asking the individual for their perspective. Following that by really listening 
  • Involving the individual in determining next steps 

There are supports offered in these pages and the PDP to help address different stages of performance concerns through targeted conversations and goal setting. Additional key supports on managing underperformance are also available on Careers & MyHR. At any stage, you can reach out to an HR Specialist through AskMyHR for support in having these conversations. You may also consider requesting short-term coaching through AskMyHR. 

If performance concerns are starting to emerge or are not deemed significant, use the “Coaching” and “Action Items” areas of the Performance Check-In template. This documents that you: 

  • Began the conversation with the employee 
  • Offered support and coaching 
  • Agreed on relevant follow-up actions 

You are still free to use other sections of the template to celebrate successes or document other aspects of performance discussions. 

If performance concerns are significant or persist over time, you will want to progress to the Performance Improvement template and reach out to an HR Specialist through AskMyHR. The Performance Improvement template is more explicit in identifying: 

  • Performance issues 
  • Supports you will provide 
  • Timelines for meeting agreed improvement measures 

The information that you record in the PDP or submit in MS Word conversation templates will provide important context and evidence to support the process as it escalates. 

If you are working on building your skill in having these kinds of conversations, consider accessing the coaching services through AskMyHR. Repetitive or complex performance issues may require additional steps. Please reach out to HR Specialist Services through AskMyHR. 

Employee disagreement with conversation content

When an employee disagrees with the supervisor’s comments or assessment, the employee has the option to show they disagree with the information contained in the performance review. 

This is another opportunity for the supervisor and employee to discuss the employee’s perspective. The supervisor should seek to understand and consider: 

  • The employee's concerns 
  • The employee's reasons for disagreeing with the conversation 

Even if the employee disagrees, they must still sign-off the conversation using their employee ID to complete the process. 

If the employee selects “I disagree with the information contained in this performance review” in the sign-off section of a conversation template, either in the PDP or a submitted MS Word conversation template: 

  • The PDP system will notify the supervisor by email 
  • A note will appear on the supervisor’s PDP homepage 
  • The disagreement will be visible to the employee's ministry and the PSA in PDP reports 

The Conversations Resources area of the PDP can support you in this discussion. You may find the sections on “Asking for Feedback/Inquiring Into the Other’s Perspective” and “Addressing a Performance Issue” particularly helpful. Equivalent resources are also available on this page. 

If you would like to speak with someone for guidance and advice: 

  • Submit a service request to an HR Specialist through AskMyHR 
  • Sign up for individual Coaching Services through AskMyHR