ONB Mid-Year Pulse Check-In, Manager Training

Welcome. And thank you for making time for this. This short training walks you through One Neighborhood Builders' Mid Year Pulse Check Ins. What they are. What you'll do. And how to lead a conversation that actually helps your team..

These check ins exist for one reason. To stay connected to your people in the middle of the year. Not just at review time. They give staff a moment to reflect on what's going well, and what isn't. They surface concerns early, while there's still time to act. And they set the tone for fall goal setting. This is a temperature check. Not a performance review..

[Audio] Here's what we'll cover. First, what the check in is, and your role in it. Second, a look at the actual form your staff will complete. Third, your timeline, and the key dates for July. And fourth, how to lead a strong check in conversation, from start to finish..

[Audio] Let's start with the basics. The Mid Year Pulse Check In is a brief, informal one on one. It's between you and each of your direct reports. It is not a formal review. And it is not scored. Your job is to create a safe, open space. A place where people can reflect honestly, and feel heard. You are not evaluating them. You are connecting..

[Audio] Your role comes down to four things. You'll distribute the form to your team. You'll schedule each conversation. You'll listen well during the meeting. And you'll follow through on what you hear. The form is the starting point. The conversation is where the value is..

[Audio] Now, let's look at the form itself. It's one page. Built to be quick. At the top, your employee fills in their name, their role, and the date. Just below that is the note we already covered. This is an informal check in. Responses are shared between the employee and their supervisor. And the form is kept on file. The form has three short parts..

[Audio] Part A is how things are going. It asks three questions. What's been going well. What has felt challenging, or unsupported. And what they need more of, from you or the organization. Pay close attention to that third question. The answer often tells you, exactly where you can help..

[Audio] Part B looks ahead. It asks whether there's a skill, or an area, they want to develop before year end. And what one goal they want to focus on, before October. This is what connects the check in to fall goal setting. So make a note of their answers. You'll want them later..

[Audio] Part C is the overall pulse. Your employee rates their current experience at work, from one to five. One is struggling. Three is neutral. Five is thriving. There's also space for any other thoughts. A low number is not a problem to fix on the spot. It's an invitation to listen..

[Audio] Here's how the form moves. Staff complete it, two to three days before the meeting. Then they return it to you. You read it, before you sit down together. At the end of the conversation, both of you sign and date it. That signed form is what goes back to HR..

[Audio] Let's talk timing. The full rollout runs from early June, through the end of July. It moves in phases. Foundation. Manager prep. Communication. Form completion. The meetings themselves. And wrap up. You don't need to memorize the whole calendar. You just need to know your part..

[Audio] So here's your part, in order. In late June, you receive the training video, and the form. Then you send the form and instructions to your staff, and schedule each meeting. Heading into early July, you follow up with anyone who hasn't acknowledged the form. As completed forms come back, you review each one. Do that two to three days before that person's meeting. Then, through the first half of July, you hold the conversations. And you submit signed forms to HR, on a rolling basis..

[Audio] One date matters most. All signed forms are due to HR, by July 24. Submit them as you go. Rather than saving them all for the end. That makes the deadline easy to hit..

[Audio] Now, the conversation itself. It starts before you're in the room. Send the one page form to your team member. Ask them to return it, two to three days ahead. Block thirty to forty five minutes. And don't schedule something right after. Leave yourself space, to follow up on anything that comes up. Then review their form, their current role, and any notes from past conversations. So you walk in prepared..

[Audio] The meeting has three simple parts. A warm open, of about five minutes. Twenty to twenty five minutes, working through the form. And a five to ten minute close. One thing to remember throughout. Use the form as a guide, not a script. Let the conversation breathe..

[Audio] Open by setting the tone. Keep it warm, and low pressure. You might say something like the words on screen. That this is a real conversation. That there are no wrong answers. That nothing is tied to a formal review. And that you just want to hear how things have been going. Five minutes here, makes the rest of the conversation easier..

[Audio] Start with Part A How things are going. Open it up with something like this. "What has felt good lately? What are you proud of?" If they raise a challenge, get curious. "Tell me more. What would have made that easier?" And if they say they've felt unsupported, listen. Without getting defensive. A simple line goes a long way. "I appreciate you sharing that. What would more support look like?".

[Audio] Part B looks ahead. Ask whether there's something they want to learn, or take on, before the end of the year. And what one thing they want to be able to say they accomplished, by October. Help them get concrete. If an answer is vague, gently prompt. "What would that look like, on a regular week?".

[Audio] Part C is the pulse number. After they mark it, don't move on. Simply ask. "Can you tell me a little, about what that number means for you?" And if it's a low number, do not react with defensiveness. Just listen. And acknowledge it. "Thank you for being honest with me about that.".

[Audio] To close, do three things. First, summarize what you heard. Start with something like, "What I'm taking away from this is." Second, say any follow up out loud. And attach a date. So it's a real commitment, not a maybe. And third, end on something affirming, and specific. Name actual work they've done. Specific beats generic, every time..

[Audio] After the meeting, both of you sign the form. Then you submit your copy to HR, by the deadline. Then comes the most important part. Follow through, on anything you committed to. Nothing damages trust faster, than a check in conversation where nothing happens afterward..

[Audio] A few things to avoid. Don't bring up performance concerns, or corrective issues, here. That belongs in a separate conversation. Don't rush through the form like a checklist. Don't let it become one sided. This is about them. Not a report out from you. And don't promise things you can't deliver..

[Audio] Let's bring it together. Distribute the form, and schedule your meetings. Review each form before you meet. In the conversation, listen. And turn what you hear, into specific support. Sign and submit, by July 24. And follow through on what you promised. That's the whole job..

[Audio] If you hit a special case, reach out. Maybe a staff member without a direct manager. Or anything you're unsure how to handle. HR is available throughout the process. You don't have to navigate the hard ones alone..

[Audio] Thank you, for the care you put into these conversations. Your team feels the difference. This training was prepared for One Neighborhood Builders. In partnership with Daniels Talent Solutions..