dialogue

employee dialogue

From the manager’s perspective, the Employee Dialogue is an opportunity to explain what we want to achieve, how we want to be perceived. By starting the conversation with the organisation’s perspective, the manager will contribute to providing the employee with a better understanding of the entire business. Having the main responsibility for the business/department, he/she can also systematically check that all employees aim for the same target. The manager can evaluate job effort, collaboration, and ask for feedback on their leadership in order to develop as a manager. 

For the employee, this is firstly a good opportunity to get a deeper understanding of his/her own role and performance as part of the total business, get feedback on their performance, explain about their work and how well the team functions, get answers to their questions or unclear points, define their personal development target – in addition to better getting to know their direct manager. 

An Employee Dialogue should be provided twice a year to all employees. It’s important to hold the dialogue in a regular and systematic manner in order to achieve the desired results. 

As part of our Employee Dialogue during the spring witch is more extensive, we should also discuss wages and how well the employee lived up to their personal target and Clarion Collection Hotel department’s target. 

Both employee and manager should be well prepared for the Employee Dialogue. During the meeting, they should discuss and come to an agreement about the achieved results and other relevant aspects. Both manager and employee will get a copy of the document. This will be the basis for the next Employee Dialogue.

Here you will find the Employee Dialogue forms: 

Swedish

Norwegian

English 

Employee dialogue procedure

1. Employees and managers should fill out documents for their Employee Dialogue individually and use these as a basis for the meeting; this will ensure both parties are well prepared. The manager’s base information should be discussed with the employee at least a week before the actual meeting. It’s also important to give examples explaining the evaluation and points of improvement.

2. The employee will fill out two forms: The first is an evaluation of themselves and their personal performance. The second is an evaluation of their direct manager. The manager should only make an evaluation of the employee (not themselves). 

3. During the actual meeting, both parties will present their evaluations and have a dialogue where they discuss every single question.

4. The conclusions from the meeting will be used by both parties for the follow up meetings. We focus on how well the employee and manager lived up to their agreements and targets. Based on the Employee Dialogue, we make an action plan where we also set targets for the coming year and define crucial action points in order to achieve the stated targets.