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Five Conversations Framework
Dr Tim Baker
tim@winnersatwork.com.au
www.winnersatwork.com.au
The Five Conversations Framework
What’s Wrong
With the
Traditional
Performance
Appraisal?
They are a costly exercise
Appraisals can be destructive
Appraisals are often a monologue
rather than a dialogue
The formality of the appraisal
stifles discussion
Appraisals are too infrequent
Appraisals are an exercise
in form-filling
Appraisals are rarely followed up
Most people find appraisals stressful
What types of systems &
processes are available?
Traditional approach Peer group approachDiscussion
•Military
•Power
•Manager judgment
•Relationship
•Agreement
•Mutual agreement
•Teamwork
•Multiple perceptions
•Peer group judgment
The Five Conversations Framework
The Five Conversations Framework
The Five Conversations Framework
The Five Conversations Framework
The Five Conversations Framework
The Five Conversations Framework
The Five Conversations Framework
The Five Conversations Framework
The Five Conversations Framework
The Five Conversations Framework
Opportunities for Growth
Innovation & Continuous
Improvement
Roles people play
in organisations
are more
important than the
jobs they do...
The Work People Do
Job Role Non-job Roles
Technical skills
Team role
Skill development role
Innovation &
Continuous
Improvement role
SOURCE: Baker, T. B. (2015) The End of the Job Description: Shifting from a Job-focus to a Performance-focus
Positive
Mental
Attitude &
Enthusiasm
The 10 Most-Values Job Attributes
1. Enthusiasm/Positive attitude
2. Good communication skills
3. Self-motivation/Initiative
4. Honesty
5. Liking people
6. Persistence
7. Ability to work in a team
8. Good organisational skills/Ability to work under pressure
9. Willingness to learn
10. Dependability/Dedication
Warner, 2014
The Five Conversations Framework
Date Topic Content Key Questions
Month 1 Climate review Job satisfaction, morale
and communication
• How would you rate your current job satisfaction?
• How would you rate morale?
• How would you rate communication?
Month 2 Strengths
and talents
Efficiently deploying
strengths and talents
• What are your strengths and talents?
• How can these strengths and talents be used in your current and
future roles in the organisation?
Month 3 Opportunities
for growth
Improving performance
and standards
• Where are opportunities for improved performance?
• How can I assist you to improve your performance?
Month 4 Learning and
development
Support and growth • What skills would you like to learn?
• What learning opportunities would you like to undertake?
Month 5 Innovation and
continuous
improvement
Ways and means to improve
the efficiency and
effectiveness of the business
• What is the one way that you could improve your own working
efficiency?
• What is the one way that we can improve our team’s operations?
Baker, T. (2013). The End of the Performance Review: A New Approach to
Appraising Employee Performance
Benefits of the
Five
Conversations
Framework
ongoing dialogue
openness and directness
flexibility
timely information
more relaxed approach
“Tim Baker’s new book revolutionizes the way
to view and conduct employee appraisals. His
method is brilliant in its simplicity and highly
effective in its approach. ‘The End’ for the
traditional performance review but just the
beginning for a ground breaking new model.” 
Marshall Goldsmith
Normally $39.95 but this special offer it will be
$32 plus postage
tim@winnersatwork.com.au
20%
discoun
t

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The Five Conversations Framework

  • 1. Five Conversations Framework Dr Tim Baker tim@winnersatwork.com.au www.winnersatwork.com.au
  • 3. What’s Wrong With the Traditional Performance Appraisal? They are a costly exercise Appraisals can be destructive Appraisals are often a monologue rather than a dialogue The formality of the appraisal stifles discussion Appraisals are too infrequent Appraisals are an exercise in form-filling Appraisals are rarely followed up Most people find appraisals stressful
  • 4. What types of systems & processes are available? Traditional approach Peer group approachDiscussion •Military •Power •Manager judgment •Relationship •Agreement •Mutual agreement •Teamwork •Multiple perceptions •Peer group judgment
  • 17. Roles people play in organisations are more important than the jobs they do...
  • 18. The Work People Do Job Role Non-job Roles Technical skills Team role Skill development role Innovation & Continuous Improvement role SOURCE: Baker, T. B. (2015) The End of the Job Description: Shifting from a Job-focus to a Performance-focus Positive Mental Attitude & Enthusiasm
  • 19. The 10 Most-Values Job Attributes 1. Enthusiasm/Positive attitude 2. Good communication skills 3. Self-motivation/Initiative 4. Honesty 5. Liking people 6. Persistence 7. Ability to work in a team 8. Good organisational skills/Ability to work under pressure 9. Willingness to learn 10. Dependability/Dedication Warner, 2014
  • 20. The Five Conversations Framework Date Topic Content Key Questions Month 1 Climate review Job satisfaction, morale and communication • How would you rate your current job satisfaction? • How would you rate morale? • How would you rate communication? Month 2 Strengths and talents Efficiently deploying strengths and talents • What are your strengths and talents? • How can these strengths and talents be used in your current and future roles in the organisation? Month 3 Opportunities for growth Improving performance and standards • Where are opportunities for improved performance? • How can I assist you to improve your performance? Month 4 Learning and development Support and growth • What skills would you like to learn? • What learning opportunities would you like to undertake? Month 5 Innovation and continuous improvement Ways and means to improve the efficiency and effectiveness of the business • What is the one way that you could improve your own working efficiency? • What is the one way that we can improve our team’s operations? Baker, T. (2013). The End of the Performance Review: A New Approach to Appraising Employee Performance
  • 21. Benefits of the Five Conversations Framework ongoing dialogue openness and directness flexibility timely information more relaxed approach
  • 22. “Tim Baker’s new book revolutionizes the way to view and conduct employee appraisals. His method is brilliant in its simplicity and highly effective in its approach. ‘The End’ for the traditional performance review but just the beginning for a ground breaking new model.”  Marshall Goldsmith Normally $39.95 but this special offer it will be $32 plus postage tim@winnersatwork.com.au 20% discoun t