A 15 to 20 minute discussion on employee

performance and behavior

A feedback mechanism of each superior to aid

employee development and growth

A practical assessment tool to complement

training, regularization or promotion decisions

Here are a few tips on how you can conduct the

CID…

Continuous Improvement Discussion

Continuous Improvement Discussion is:

Continuous Improvement Discussion

Begin the CID by establishing a casual and comfortable environment. Essentially, it should be able to encourage honest communication between employee and superior.

Start with the usual pleasantries and engage the employee in a conversational mood. “So, how are you today?” “How have you been?” “Did you have a great

weekend?” “How’s work?”

Establish the importance of the feedback session. “The reason why we are having this discussion today is just to exchange

feedback on where you are with your work.”

Proceed with the CID by identifying the following: “What were your deliverables for the past 6 months?” “What specific actions were you expected to take to achieve them? How did you fare in accomplishing them? Are you behind, on track or done?

How so?

Continuous Improvement Discussion

Situation: Can you give examples of situations (i.e. projects) you were involved in over the past 6 months? Example: Booking process

Task: What were your specific tasks/duties? Did you encounter hurdles along the way? Example: Handle buyers’ inquiries and requests

Action: What did you do to accomplish the task/s? Why did you choose that course of action? How did you address the hurdles, if there are any? Example: Address 20 requests a day and create a system to monitor them

Result: What was the result of your actions? Was that the outcome you were aiming for? What is the impact of the result to your group? Example: No backlogs in buyers’ requests.

The STAR method can also be used as a guide to clearly describe the employee’s deliverables and their expected results:

Continuous Improvement Discussion

By identifying key deliverables, the first part allows the employee and his/her superior to focus more on the employee’s technical competencies (skills needed to accomplish his/her tasks).

On the other hand, the second part focuses on behavioral competencies (attitudes) that the employee needs to:

STARTSTOPCONTINUE

Continuous Improvement Discussion

Example:

“I think it would be best that you START communicating more often with other operating units to strengthen your relationship with them”

“I think it would be best to START creating a timetable of activities and deliverables so you can manage your workload better”

In order to achieve deliverables, technical skills must be supported by behavioral competencies.

As such, the superior and employee must be able to identify behavioral cues that the employee needs to START doing in order to deliver the output:

Continuous Improvement Discussion

Similarly, behavioral cues that needed to be STOPPED should be identified. These are behaviors that are not contributing to the employee’s performance.

Example:

“I think you need to STOP procrastinating to avoid backlogs”

“You panic easily and lose your cool under stressful situations. Because of that, I feel that you need to STOP giving in to pressure so easily so you

can handle your work better.”

Continuous Improvement Discussion

Lastly, the superior and employee should also highlight behaviors that should be CONTINUED. These are behaviors that contributed to the success of his output in the past 6 months and must be encouraged as the employee takes on new tasks in the future.

Example:

“You were very involved in the project I asked you to be a part of. You should continue showing the same enthusiasm moving forward.”

“You were able to provide a great alternative to the process. I believe it is best if you continue sharing your ideas and innovation to the team.”

• Identification of actions—whether positive or negative

(what to do, stop and continue)• Proper monitoring of work performance• Improve employee engagement through feedback• Alignment to group goals and priorities• Checking of development plan, and set employee on track

through appropriate work strategies

Continuous Improvement Discussion

An in-depth discussion of employee performance and behavior helps boost performance through:

Continuous Improvement Discussion

To maximize its value, a Continuous Improvement Discussion session must aim to:

1. Give a proper perspective to the employee in terms of performance and behavior.

2. Get commitment from the employee to improve areas of weaknesses, and continue positive action. “What will you do to improve on your weaknesses in the next 6

months?” “What will you do to maintain your satisfactory

performance?”

• An honest exchange of what takes place at work• A professional assessment of work output and performance• Frank and candid, but respectful in giving and receiving feedback • Realistic and practical, punctuated by helpful pointers and concrete

take aways• Highly engaging, allowing the participants to stay on the same page

while revisiting goals and priorities

Continuous Improvement Discussion

The discussion must be:

• Take a long term view on employee development

• Be patient on weaknesses

• Acknowledge strengths and give praise for accomplishments

• Be aware of employee needs (training, coaching, development)

• Be open to other work-related concerns, mostly because these may be an opportunity to address work obstacles or challenges

Continuous Improvement Discussion

As a coach, you must have the proper mindset…

• Review employee goals and compare them with accomplishments. • Take note of all of the employee’s milestones, major tasks, and projects

on track. • Give constructive feedback on weaknesses and areas for improvement. • Take notice of small but consistent behaviors at work (both positive and

negative), which may be a matter of company values.• Broaden your view of required employee competencies and make it an

area for growth.

Continuous Improvement Discussion

Continuous Improvement Discussion

The CID form:

1. You must use this form to guide and document the discussion.

1. Indicate employee name and employee

number2. Other employee

details

3. Immediate superior’s

details

4. Employee’s technical goals as submitted.5. Status of accomplishment

6. Action plans – behaviors that the subordinate should start, stop and continue doing in order to achieve set goals.7. Discussion on

work-related concerns

8. Employee’s Signature

9. Immediate Superior’s Signature

2. After accomplishing and signing, submit the original copy to HR OD for safekeeping.

Thank you!Feel free to contact HROD at loc. 331 for any concerns.