A career development conversation helps an employee and manager explore what the person wants to learn and how that could connect with future work. In a small business, useful development may involve broader experience, deeper expertise or a new responsibility without an immediate promotion.
Be honest about the opportunities and constraints. A thoughtful conversation can be valuable even when there is no vacancy, provided it leads to realistic support rather than an implied promise.
Give the conversation its own space
Tell the employee that you want to discuss development and invite them to prepare. Ask what they enjoy, what they would like to become more confident doing and what interests them about the future.
Keep the discussion distinct from a pay decision or a formal performance concern unless you have clearly explained how those processes relate. Someone should not have to guess whether expressing an ambition will be treated as a complaint about their current role.
Explore interests through examples
Ask about work they found satisfying and tasks they would like to understand better. “I want more responsibility” might mean leading a project, making technical decisions, helping others learn or having more control over a process.
Discuss strengths with evidence and identify any skill the person wants to build. Avoid assuming that an excellent technical employee must want to manage people, or that every employee wants the same pace of change.
Connect learning with real opportunities
Look for manageable ways to practise: shadowing, a supported presentation, a short improvement project, a relevant course or a temporary responsibility with clear boundaries. Check who can provide guidance and what existing work must move to create time.
For example, an employee interested in project coordination could plan one small internal change with a named mentor. Agree the scope, decision authority and review points. Do not quietly add a permanent management role under the label of development.
A practical development plan
| Field | What to record |
|---|---|
| Learning aim | A specific capability the employee wants to develop |
| Practice | A task or opportunity that allows the capability to be used |
| Support | Coaching, resources, training or access required |
| Time | Protected time and any work being reprioritised |
| Evidence | How both people will recognise progress |
| Review | A date to discuss learning and the next step |
Be clear about what is not yet decided
If a future role depends on growth, funding or approval, say so. Distinguish an opportunity to learn from a guarantee of promotion or a change in pay. Record any commitment accurately and check decisions outside your authority before presenting them as agreed.
Discuss access fairly across the team. People working remotely, part-time or on different shifts should have a meaningful opportunity to raise development interests and use appropriate support.
Review what the person learned
At the checkpoint, ask what they tried, what became easier and what remains difficult. Look at the quality of the practice opportunity as well as the person’s progress. If the promised time or support never appeared, acknowledge that before judging the outcome.
Acas includes career and development objectives within performance discussions. Regular follow-up helps turn those objectives into something more useful than an annual form.
Finish with a manageable next step. The strongest small-business development plans often start with one genuine opportunity, enough support to use it and a review that leads to the next decision.
Related guides
- How to Run a Useful One-to-One Meeting
- How to Delegate a Task Clearly
- How to Share Knowledge When One Person Knows Everything
Published as part of THELM's guide library on 2 November 2026. The archive date places this guide within the series; advice and sources were reviewed on 2 November 2026.