Running head: CORE SKILLS OF ENGAGEMENT 1 CORE SKILLS OF ENGAGEMENT 2 Core Skills of Engagement Student’s name Institution Introduction The first step in building skills of engagement is to be fully engaged. It’s a vital step to determine employee engagement. Utilizing a performance appraisal system can be a crucial tool for not only the employee but most importantly documented for the employer. Performance appraisal also referred to as performance reviews or performance evaluations is a part of the managerial function where a formal assessment of the employee’s work is conducted. Performance appraisals aim at identifying the core strengths and weaknesses to be provided as feedback to employees and pinpoint ways of improvement moving forward. Typically, after the provided feedback is presented to employees goals for future performance can be set. Performance appraisals are carried out as frequently as possible or after specified periods for example annually, quarterly, monthly, weekly or when management sees fit. Why performance reviews are difficult conversations Performance appraisal can be a difficult conversation to have if relaying corrective feedback due to poor performance. Performance appraisals are a core part of making decisions regarding employees and can lead to discontent and worry about the safety of their future at the company. After an evaluation has been made, the performance appraisal conversation may be held to give positive feedback on excellent performance which is easy to do as there are no bad feelings in the end. Having a conversation with a poorly performing employee is more difficult as it involves criticizing the employee’s work ethic. The managers in such situations must employ top managerial and communications skills to positively criticize the employee and motivate or guide him on ways to improve his performance in his duties and responsibilities (Kondrasuk, 2011). Introducing performance reviews One of the cores skills needed to handle performance reviews is communication skills. A manager should be able to hold a real conversation with intentions of motivating employees to work on improving weak areas. A manager should be able to listen actively and identify any underlying issues that affect employees and work with them to solve any foreseen issues. Another skill that is required for performance reviews would be relationship building skills. A manager should have the ability to build a working relationship with employees in which they can guide and motivate employees to improve performance. Managerial skills are also required to acquire favorable outcomes from performance reviews. The manager should implement his skills to handle conflicts, resistance or own motivation to make improvements by the employees (Jha, 2016). Three (3) core skills used and rationale for each As stated in the text, the core skills of engagement are: telling the truth, self-disclosure, framing choices, extend.

1. Running head: CORE SKILLS OF ENGAGEMENT 1
CORE SKILLS OF ENGAGEMENT 2
Core Skills of Engagement
Student’s name
Institution
Introduction
The first step in building skills of engagement is to be fully
engaged. It’s a vital step to determine employee engagement.
Utilizing a performance appraisal system can be a crucial tool
for not only the employee but most importantly documented for
the employer. Performance appraisal also referred to as
performance reviews or performance evaluations is a part of the
managerial function where a formal assessment of the
employee’s work is conducted. Performance appraisals aim at

2. identifying the core strengths and weaknesses to be provided as
feedback to employees and pinpoint ways of improvement
moving forward. Typically, after the provided feedback is
presented to employees goals for future performance can be set.
Performance appraisals are carried out as frequently as possible
or after specified periods for example annually, quarterly,
monthly, weekly or when management sees fit.
Why performance reviews are difficult conversations
Performance appraisal can be a difficult conversation to have if
relaying corrective feedback due to poor performance.
Performance appraisals are a core part of making decisions
regarding employees and can lead to discontent and worry about
the safety of their future at the company. After an evaluation
has been made, the performance appraisal conversation may be
held to give positive feedback on excellent performance which
is easy to do as there are no bad feelings in the end. Having a
conversation with a poorly performing employee is more
difficult as it involves criticizing the employee’s work ethic.
The managers in such situations must employ top managerial
and communications skills to positively criticize the employee
and motivate or guide him on ways to improve his performance
in his duties and responsibilities (Kondrasuk, 2011).
Introducing performance reviews
One of the cores skills needed to handle performance reviews is
communication skills. A manager should be able to hold a real
conversation with intentions of motivating employees to work
on improving weak areas. A manager should be able to listen
actively and identify any underlying issues that affect
employees and work with them to solve any foreseen issues.
Another skill that is required for performance reviews would be
relationship building skills. A manager should have the ability
to build a working relationship with employees in which they
can guide and motivate employees to improve performance.
Managerial skills are also required to acquire favorable

3. outcomes from performance reviews. The manager should
implement his skills to handle conflicts, resistance or own
motivation to make improvements by the employees (Jha, 2016).
Three (3) core skills used and rationale for each
As stated in the text, the core skills of engagement are: telling
the truth, self-disclosure, framing choices, extending goodwill,
taking and supporting the other side, naming difficult issues,
acknowledging doubt, anxiety, and guilt, and making promises
and offering guarantees (Block, 2011). The three chosen core
skills of engagement are telling the truth, naming difficult
issues, and making promises and offering guarantees. The
named cores skills will be implemented as stated through
communication, relationship building and managerial skills.
Please expound a little bit more within the three listed below
ensuring they provide explanation of the three and rationale for
utilizing the three
Telling the truth. Managers can easily introduce performance
reviews by telling the truth. In this case, the manager is honest
to the employee about the results of the performance review
which may also include disclosing the position of the company
on how he is performing. Telling the truth may be trying for the
relationship between the employer and employee, but it will be
useful in bringing out desired outcomes of the performance
review.
Naming difficult issues. Managers can also introduce the
performance review by naming the difficult issues present for
each situation. Conflicts and unresolved resistance within the
organization can be harmful to the organization as it drains the
employee’s energy, relationships and motivation to improve
their performance. The managers should, therefore, be prepared
to directly address the problematic issues that the organization
is facing and guide the members on finding and implementing
practical solutions.
Making promises and offering guarantees. Managers can also
introduce the performance review with added benefits such as
making promises and offering guarantees. After the evaluation

4. is complete, the employer can be motivated to improve on weak
areas by providing opportunities to look forward to if the
performance improves. The manager can also make guarantees
to the employee such as ensuring that job position will not be
taken away to help the employee focus on improvement and not
worry about losing the job (Block, 2011).
Conclusion
References
Block, P. (2011). Flawless consulting: A guide to getting your
expertise used (3rd Ed.). San Francisco: Pfeiffer-Wiley
Jha, B., & Kumar, A. (2016). Employee engagement: A strategic
tool to enhance performance. DAWN: Journal for Contemporary
Research in Management, 3(2), 21-29.
Kondrasuk, J. N. (2011). So what would an ideal performance
appraisal look like?. Journal of Applied Business and
Economics, 12(1), 57-71.
PAGES 59-61
Block, P. (2011). Flawless consulting: A guide to getting your
expertise used (3rd Ed.). San Francisco: Pfeiffer-Wiley
THE CORE SKILLS OF ENGAGEMENT
Conversations aimed at engaging another require both intention
and technique. The commitments listed in discussing the
“changes of the heart” are all issues of intention. Here are some
skills, methods, and techniques that are useful for encouraging
and creating conversations of engagement. The list is neither
complete nor comprehensive. The point is to get practical.
Telling the Truth.

5. Telling the truth is the foundation of engagement. Without
disclosing the truth as we know it, nothing else is possible and
engagement will fail. When we offer spin, distortion, omission,
or lie as a substitute for authenticity, we create worlds
we cannot believe in or sustain. Even more damaging, we affirm
our belief that relationships cannot bear the simple light of
truth. To tell the truth with goodwill is an absolute affirmation
of faith in relationships.
Self-Disclosure.
Asking yourself or others to fully engage in work with hands,
heart, and mind is impossible without offering and encouraging
discussions about feelings and issues of the heart. Choosing and
inviting emotional transparency creates authentic relationships
and integrates the person with work.
Framing Choices.
Framing choices is the alternative to prescription, care taking,
and other techniques that try to “get people to do something.”
Naming the choices you see for yourself and asking others to do
the same makes issues of freedom, accountability, and meaning
immediately relevant and compelling.
Extending Goodwill.
Goodwill is not a feeling. It is an intention. To choose goodwill
toward another is to offer a contribution to the person's success
and the success of whatever joint ventures you are pursuing.
Goodwill does not require you to like or love the other.
Goodwill bases the relationship on commitment to contribute,
even in the face of disappointment.
Taking and Supporting the Other Side.
Extending understanding to others by publicly embracing their
positions is one of the most powerful ways available to deepen a
relationship, validate the value of the other, and move the
conversation. It is the alternative to arguing, attacking, and
treating the other cosmetically with statements such as, “I
understand, but….”
Naming the Difficult Issues.
Unnamed and unresolved resistance, conflict, and cynicism

6. debilitate organizations, draining them and their members of
energy, optimism, and the belief that they can deal with
confrontation. Avoiding, denying, and rationalizing the issue
rarely fixes anything. Publicly naming these issues with
goodwill and inviting engagement are central to getting
“unstuck.”
Acknowledging Doubt, Anxiety, and Guilt.
Confessing doubt, anxiety, and fault does not come easily to
any of us. No one welcomes anxiety, vulnerability, and
responsibility for harsh realities. Yet nothing speaks louder for
the value and power of accountability. Nothing does more to
encourage the same act in others. If we want everyone to
embrace accountability for the whole, for change, and for the
creation of a common future, acknowledging doubt, anxiety, and
guilt is a fundamental skill.
Making Promises and Offering Guarantees.
Few of us are eager to abandon or close all escape routes.
Nothing in organizational life is quite so rare as someone who
insists on offering accountability and giving guarantees. The
skill to do this in forming work relationships with peers,
customers, and other constituencies is one of the most powerful
tools available for using conversations to change the culture.
Core Skills of Engagement
Students will develop a two (2) page proposal that explains how
to apply at least three (3) core skills of engagement to an
effective performance review conversation. The proposal will
include the following:
1. Explain why performance reviews are difficult conversations.
2. Describe how you would introduce the performance review,
using three (3) of the core skills on pages 59-61:
. Telling the truth
. Self-disclosure
. Framing choices
. Extending goodwill

7. . Taking and supporting the other side
. Naming difficult issues
. Acknowledging doubt, anxiety, and guilt
. Making promises and offering guarantees
3. Explain the three (3) core skills that you used.
4. Provide rationale for each of the three (3) core skills used.
The requirements and format of the paper is to be as follows:
· Include a Introduction, Body, and Conclusion
· The body headers shall be similar to the named instructions 1-
3.
· Include three references
· Reference #1 Class textbook: Block, P. (2011). Flawless
consulting: A guide to getting your expertise used (3rd Ed.).
San Francisco: Pfeiffer-Wiley
· Typed, double spaced, using Times New Roman font (size 12),
with one-inch margins on all sides.
· Include a cover page containing the title of the assignment, the
student’s name, the professor’s name, the course title, and the
date. The cover page is not included in the required page length.
The assignment will be graded using the following rubric:
Outcomes Assessed
· Analyze the contracting aspects of a consulting engagement.
· Use technology and information resources to research issues in
human resource management consulting.
Grading Rubric for Assignment 2 – Core Skills of Engagement
Criteria
0Unacceptable
20Developing
30Competent
40Exemplary
1. Explain why performance reviews are difficult conversations.
Did not complete the assignment or did not explain why
performance reviews are difficult conversations; omitted key

8. information and/or included irrelevant information. Completed
with less than 70% accuracy, thoroughness, and logic.
Explained partially why performance reviews are difficult
conversations; omitted some key information. Completed with
70-79% accuracy, thoroughness, and logic.
Explained sufficiently why performance reviews are difficult
conversations; Completed with 80-89% accuracy, thoroughness,
and logic.
Explained fully why performance reviews are difficult
conversations; Completed with 90-100% accuracy,
thoroughness, and logic.
2. Describe how you would introduce the performance review
using three (3) of the core skills on pages 59-61.
Did not complete the assignment or did describe how you would
introduce the performance review using three (3) of the core
skills; omitted key information and/or included irrelevant
information. Completed with less than 70% accuracy,
thoroughness, and logic.
Described partially how you would introduce the performance
review using three (3) of the core skills; omitted some key
information. Completed with 70-79% accuracy, thoroughness,
and logic.
Described sufficiently how you would introduce the
performance review using three (3) of the core skills.
Completed with 80-89% accuracy, thoroughness, and logic.
Described fully how you would introduce the performance
review, using three (3) of the core skills. Completed with 90-
100% accuracy, thoroughness, and logic.
3. Explain the three (3) core skills that you used.

9. Did not complete the assignment or did not explain the three (3)
core skills that you used; omitted key information and/or
included irrelevant information. Completed with less than 70%
accuracy, thoroughness, and logic.
Explained partially the three (3) core skills that you used;
omitted some key information. Completed with 70-79%
accuracy, thoroughness, and logic.
Explained sufficiently the three (3) core skills that you used.
Completed with 80-89% accuracy, thoroughness, and logic.
Explained fully the three (3) core skills that you used.
Completed with 90-100% accuracy, thoroughness, and logic.
4. Provide rationale for each of the three (3) core skills used.
Did not complete the assignment or did not provide rationale for
each of the three (3) core skills used; omitted key information
and/or included irrelevant information. Completed with less
than 70% accuracy, thoroughness, and logic.
Partially provided the rationale for each of the three (3) core
skills used; omitted some key information. Completed with 70-
79% accuracy, thoroughness, and logic.
Sufficiently provided the rationale for each of the three (3) core
skills used. Completed with 80-89% accuracy, thoroughness,
and logic.
Fully provided the rationale for each of the three (3) core skills
used. Completed with 90-100% accuracy, thoroughness, and
logic.
5. Clarity
Did not complete the assignment or explanations are unclear
and not organized.
(Major issues)
Explanations generally unclear and not well organized.
(Many issues)
Explanations generally clear and/or organized. (Minor issues)
Explanations very clear and well organized.
(Added helpful details)
6. Writing – Grammar, sentence structure, paragraph structure,
spelling, punctuation, and APA usage.

10. Did not complete the assignment or had 8 or more different
errors in grammar, sentence structure, paragraph structure,
spelling, punctuation, or APA usage. (Major issues)
Had 6-7 different errors in grammar, sentence structure,
paragraph structure, spelling, punctuation, or APA usage.
(Many issues)
Had 4-5 different errors in grammar, sentence structure,
paragraph structure, spelling, punctuation, or APA usage.
(Minor issues)
Had 0-3 different errors in grammar, sentence structure,
paragraph structure, spelling, punctuation, or APA usage.