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HR Business Partner passionate about driving business results and administering sound HR process. I help managers build high performing teams, leaders optimize their departments, and executives implement their vision.
The mid-year review cycle is one of my favorite yearly exercises. It’s independent of comp conversations; a check-in to evaluate how things have gone in H1 and how to keep pushing in H2. A time for an honest and candid conversation between employee and leader. This year, alongside my HRBP teammates, I’m helping our managers deliver impactful reviews. Not to just go through the motions, but really connect with their teams and talk about finishing 2025 with high performance and engagement. The things I find to be most important in this process: -Drive the conversation with data: Gut feelings, assumptions, generalized statements--these don’t inspire confidence and are not actionable. Leverage data and use it to tell a story. It will strengthen your talking points and lead to clear dialogue. -Recognize what went well: We’re all human, and we want validation and recognition. Highlight the impactful work and big accomplishments. -Have the tough conversations: We can’t improve without feedback. At Payscale, we believe everyone deserves constructive feedback to highlight growth opportunities. Leverage your HRBPs or leaders for strategies to approach these conversations. -Build a plan for the future: Have an employee who is close to a promotion, but not quite there? Is a top performer missing one skill that will drive them even further forward? Take action! Just mentioning these things isn’t enough. Work on a plan to help your people achieve their career goals. What tips would you give leaders when tackling a mid-year conversation?
Really interesting points on the importance of data and recognition. How do you balance giving direct, constructive feedback with ensuring the conversation remains motivating and supportive? It feels like walking a fine line, especially with those big growth conversations.
Use the mid-year as a check in for yourself on how you've shown up as each individuals manager throughout the first half of the year. For me this is my reminder to coach where I need to coach and communicate proactively if I've missed the mark anywhere.
Manager, Learning Operations at Workhuman
1wKeep the conversation going! Ideally, managers are meeting once a week with each team member to check-in on project statuses, barriers, and general wellbeing (both personally and professionally). Then, either monthly or quarterly, employees and managers should dedicate a check-in to discuss progress made towards the employee's career goals.