In today's rapidly evolving technological landscape, the financial industry stands at the forefront of innovation. With the emergence of AI, questions abound regarding its potential to reshape the role of financial advisers.

AI: A Game-Changer in Financial Advice?

AI, capable of producing high-quality content like text and images, holds promise across various sectors, including finance. However, can it truly replicate the nuanced interactions between financial advisers and clients?

Despite advancements, AI struggles to capture the essence of personal conversations, hindered by the complexities of human communication and individual financial circumstances.

Challenges and Opportunities in AI Integration

Robo-Advisors: One significant effect is the rise of robo-advisors, which are automated platforms that provide algorithm-driven financial planning services with minimal human intervention. These platforms use AI and machine learning algorithms to assess clients' financial situations, risk tolerance, and investment goals, then recommend suitable investment portfolios. Robo-advisors offer lower fees compared to traditional financial advisors and provide accessibility to a broader range of investors, particularly those with smaller investment amounts.

Personalised Recommendations: AI enables financial advisors to offer more personalized recommendations to clients by analysing vast amounts of data about their financial behaviour, goals, and preferences. This personalized approach can enhance the client experience and improve outcomes by tailoring advice to individual circumstances.

Risk Management: AI-powered tools can help financial advisors better assess and manage investment risks. By analysing market trends, economic indicators, and historical data, AI systems can identify potential risks and opportunities, allowing advisors to make more informed decisions and mitigate risks for their clients.

Regulatory Compliance: The financial advice industry in the UK is heavily regulated, and AI is being used to streamline compliance processes and ensure adherence to regulatory requirements. AI-powered solutions can help identify and prevent fraudulent activities, detect money laundering, and ensure that advisors are providing suitable recommendations to clients in line with regulatory standards.

Enhanced Efficiency: AI automates many routine tasks in financial advisory firms, such as client onboarding, portfolio management, and administrative processes. This increased efficiency allows advisors to focus more on providing value-added services to clients, such as financial planning and relationship management.

Challenges and Ethical Considerations: Despite the benefits, the adoption of AI in financial advice also raises challenges and ethical considerations. These include concerns about data privacy, algorithmic bias, and the potential for job displacement among traditional financial advisors. Regulators and industry stakeholders must address these challenges to ensure that AI is deployed responsibly and ethically in the financial advice industry.

The Collaborative Future of Financial Advice

Rather than viewing AI as a threat, financial advisers can embrace it as a tool to augment their services. AI can automate tasks like report drafting and data analysis, allowing advisers to focus on personalized client interactions.

Furthermore, AI can aid in lead generation, client education, and enhancing overall service offerings. By embracing technology, advisers can thrive in a rapidly changing industry.

Regulatory Considerations

As AI becomes more prevalent, regulators face the challenge of balancing innovation with consumer protection. Comprehensive guidelines are needed to address concerns such as data privacy and algorithmic biases.

In Conclusion

AI has the potential to revolutionize financial advice, yet its integration requires careful consideration of challenges and regulatory frameworks. By adopting a collaborative approach and leveraging AI to enhance client services, financial advisers can navigate this new era with confidence.

Meeting the Demand for Expert Financial Advice

As the complexity of the financial landscape increases, the need for professional financial guidance has become more crucial than ever before. Independent Financial Advisers (IFAs) play a pivotal role in helping individuals and businesses navigate the complexities of investments, pensions, and financial planning. However, a concerning trend has emerged within the United Kingdom as the demand for expert financial advice continues to outpace the availability of qualified IFAs. In this blog, we will delve into the factors contributing to the shortage of Independent Financial Advisers in the UK and explore potential solutions to meet the rising demand for financial advice

The Demand for Financial Advice

The past decade has witnessed an array of economic challenges, including the aftermath of the 2008 financial crisis and the uncertainties surrounding Brexit. Additionally, the COVID-19 pandemic has further accentuated the need for sound financial planning and advice. During these tumultuous times, individuals and businesses are seeking expert guidance to secure their financial future and make informed decisions. As a result, the demand for financial advice has soared, putting significant pressure on the limited pool of IFAs in the country.

Causes of the Shortage

1. Ageing Workforce: One of the primary causes of the shortage is the ageing workforce of existing IFAs. A considerable number of financial advisers are nearing retirement, leading to a significant talent gap in the industry.
2. Regulatory Changes: The financial advisory sector is heavily regulated, and the introduction of new regulations and compliance requirements has increased the burden on IFAs, discouraging new entrants.
3. Complexity of Financial Products: The complexity of modern financial products and services demands highly specialized skills and knowledge. The industry requires IFAs with expertise in diverse areas such as investments, taxation, pensions, and estate planning.
4. Professional Perceptions: The financial advisory industry has, at times, faced negative perceptions due to past mis-selling scandals. This has dissuaded potential talents from considering a career as an IFA.
5. Competitive Job Market: The financial sector offers a wide range of career options, and talented individuals are drawn to roles with potentially higher earning prospects, leading to a shortage of individuals pursuing a career as an IFA.

Addressing the Shortage

1. Encouraging New Talent: The industry needs to actively promote the profession among young professionals, providing attractive career paths and apprenticeship opportunities.
2. Reducing Regulatory Burden: Collaboration between industry bodies and regulators can streamline compliance processes while ensuring consumer protection, making the profession more appealing to new entrants.
3. Diversifying Recruitment: Encouraging diversity and inclusion within the profession can bring in fresh perspectives and widen the talent pool.
4. Embracing Technology: Utilizing technological advancements, such as robo-advisors and AI-assisted financial planning tools, can help IFAs scale their services and cater to a larger client base.
5. Promoting Professional Development: Encouraging continuous professional development and offering training programs will equip existing IFAs with the skills to address emerging challenges and retain talent within the industry.

Conclusion

The shortage of Independent Financial Advisers in the UK poses a significant challenge to meet the escalating demand for expert financial advice. Addressing the underlying causes of the shortage requires collaborative efforts from industry stakeholders, regulators, and educational institutions. By promoting the profession, easing regulatory burdens, and embracing technology, the UK can develop a robust and sustainable financial advisory sector capable of guiding individuals and businesses toward a secure financial future.

Challenges of Recruiting Finance Staff

Scotland boasts a thriving financial sector that plays a vital role in its economy. From Edinburgh's bustling financial district to emerging fintech hubs across the country, the demand for skilled finance professionals is ever-increasing. However, with this growth comes the challenges of recruiting finance staff within Scotland. In this blog, we will explore the hurdles faced by businesses and organisations seeking to hire top-notch financial talent and the strategies they can adopt to overcome these challenges.

• Skills Shortage and Talent Gap

One of the primary challenges facing employers in Scotland's finance sector is the shortage of skilled professionals. While the demand for finance staff is high, the supply of qualified candidates often falls short. This talent gap can be attributed to various factors, including a lack of specialised finance education programs, limited access to relevant training, and competition from other industries vying for the same pool of talents.

To address this issue, companies must prioritise investing in employee development and upskilling programs. Collaborating with educational institutions to tailor finance courses to meet industry demands can also contribute to closing the talent gap.

• Retaining Talent

Recruitment isn't the end of the road; retaining talented finance staff can be just as challenging. The competitive nature of the financial sector means that employees are often lured away by more lucrative offers or career advancement opportunities, both domestically and internationally.

To retain valuable finance professionals, companies must create a conducive work environment, offer competitive remuneration packages, provide opportunities for career growth, and promote a healthy work-life balance. Additionally, fostering a strong company culture and recognizing employees' contributions can go a long way in boosting retention rates.

• Impact of Brexit

The UK's exit from the European Union has had far-reaching implications for various industries, including finance. Post-Brexit, there have been concerns about potential barriers to hiring finance staff from EU countries due to changes in immigration policies and regulations.

Companies recruiting finance staff from the EU may face new visa requirements, bureaucratic hurdles, and uncertainties surrounding work permits. This can restrict access to a diverse pool of talent and increase recruitment complexities for both employers and job seekers.

• Competition from London and International Markets

While Scotland offers an attractive financial landscape, it faces stiff competition from the financial powerhouse that is London. Many finance professionals may prefer to work in the capital city due to its vast array of opportunities, higher salaries, and proximity to global financial markets.

To counter this, Scottish employers must emphasize the unique advantages of working in Scotland, such as a lower cost of living, a thriving fintech sector, and a vibrant cultural scene. Tailoring job offerings to match the specific needs and aspirations of potential candidates can also make Scotland a more appealing choice.

• Technology and Digital Transformation

The finance industry is rapidly evolving with the advent of technology and digitalisation. Traditional financial roles are being replaced or augmented by automation and artificial intelligence, requiring finance professionals to adapt their skill sets.

Recruiting candidates who possess a strong understanding of digital tools and are adaptable to technological advancements is crucial. Organisations should emphasise the importance of ongoing learning and staying updated on industry trends to attract forward-thinking finance staff.

• Diverse and Inclusive Hiring

Diversity and inclusion are essential aspects of any modern workplace. However, the finance sector, like many others, struggles to achieve true diversity in its workforce. Gender, ethnic, and socioeconomic disparities continue to persist, creating barriers to equal opportunities.

To tackle this challenge, employers need to implement proactive diversity and inclusion policies. This includes providing unbiased recruitment processes, supporting affinity groups, and creating an inclusive environment that fosters the growth and success of all employees.

Conclusion

Recruiting finance staff within Scotland poses several significant challenges, from a shortage of skilled talent to the impact of Brexit and competition from international markets. To overcome these hurdles, companies must invest in employee development, prioritize employee retention, and leverage Scotland's unique strengths. Additionally, embracing digital transformation, promoting diversity and inclusion, and staying abreast of industry trends are vital strategies to attract and retain top finance professionals in the ever-evolving financial landscape of Scotland. By addressing these challenges head-on, businesses can secure the financial talent they need to thrive in the competitive world of finance.

Firstly, there was a growing demand for digital wealth management services, as more consumers sought online investment platforms and robo-advisors. This trend was driven by the convenience and accessibility of digital platforms, as well as the lower fees associated with automated investing.

At the same time, traditional wealth management firms were facing increased competition from new entrants in the market, including fintech startups and online investment platforms. These new players were often able to offer more cost-effective and flexible investment options, appealing to younger investors and those with smaller portfolios.

Another trend was the growing focus on sustainable and responsible investing. Investors were increasingly looking for ways to align their investments with their values and support companies with strong environmental, social, and governance (ESG) practices.

In addition to these trends, the wealth management market in the UK was facing regulatory challenges. The Financial Conduct Authority (FCA) had introduced several new rules and regulations in recent years aimed at improving transparency and consumer protection in the industry. These included requirements for firms to disclose their fees and charges more clearly, as well as increased scrutiny of investment advice and recommendations.

Overall, the UK wealth management market was evolving rapidly, with new players and technologies disrupting traditional models.

Dundee is a city with a diverse economy, with strengths in sectors such as digital media, biomedical sciences, and renewable energy. According to the Office for National Statistics (ONS), as of September 2021, the unemployment rate in Dundee was 6.7%, which was slightly higher than the national average in the UK.

In recent years, the city has seen significant investment in its waterfront area, including the development of the V&A Dundee museum and new office and residential spaces. This has helped to attract new businesses and create job opportunities in areas such as construction, hospitality, and tourism.

The digital sector is also a significant employer in Dundee, with companies such as Outplay Entertainment and Tag Games contributing to the city's reputation as a hub for video game development. There are also opportunities in the healthcare and education sectors, with the University of Dundee and Ninewells Hospital both major employers in the area.

Overall, the job market in Dundee appears to be relatively diverse, with opportunities available in a range of sectors. However, as with any city, the job market can be influenced by a variety of factors, including changes in the local and national economy, shifts in industry trends, and the impact of global events such as the COVID-19 pandemic.

As a recruiter, one of the most common questions I get asked is how to go about asking for a pay rise. It's understandable - we all want to be fairly compensated for the work we do. However, asking for a pay rise can be an uncomfortable conversation, and many people are unsure of how to approach it. In this blog post, I'll be sharing my top tips for asking for a pay rise, based on my experience working with both employers and employees. From doing your research to timing the conversation right, these tips will help you navigate the process with confidence and increase your chances of getting the raise you deserve.

1. Do your research: Research the industry average salary for your position and compare it with your current salary. This will help you understand if you're being paid fairly and give you leverage when negotiating for a pay raise.
2. Show your worth: Highlight your accomplishments and contributions to the company. Show how you have added value to the company and how you have gone above and beyond your job responsibilities.
3. Timing is key: Timing is crucial when asking for a pay raise. Choose a time when your manager is not busy or stressed, and when the company is doing well financially.
4. Be confident and assertive: Approach the conversation with confidence and assertiveness. Make sure you know your worth and are able to articulate your reasons for deserving a pay raise.
5. Be prepared to compromise: Be willing to negotiate and compromise if necessary. You may not get the exact amount you are asking for, but you may be able to negotiate other benefits such as more flexible working hours or additional paid time off.

If you've followed all the steps and you're still unable to secure a pay rise, it may be time to consider other options. Remember, there are many factors that can affect an employer's ability to give you a raise, and it may not always be a reflection of your performance. If you feel undervalued and underpaid, it's important to take action and explore other opportunities. Don't be afraid to start looking for a new role that offers better pay and benefits. Sometimes, a change of environment can be just what you need to take your career to the next level. Whatever you decide to do, remember to stay positive and stay focused on your goals.

As a recruiter, one of the most common questions I get asked is how to go about asking for a pay rise. It's understandable - we all want to be fairly compensated for the work we do. However, asking for a pay rise can be an uncomfortable conversation, and many people are unsure of how to approach it. In this blog post, I'll be sharing my top tips for asking for a pay rise, based on my experience working with both employers and employees. From doing your research to timing the conversation right, these tips will help you navigate the process with confidence and increase your chances of getting the raise you deserve.

1. Do your research: Research the industry average salary for your position and compare it with your current salary. This will help you understand if you're being paid fairly and give you leverage when negotiating for a pay raise.
2. Show your worth: Highlight your accomplishments and contributions to the company. Show how you have added value to the company and how you have gone above and beyond your job responsibilities.
3. Timing is key: Timing is crucial when asking for a pay raise. Choose a time when your manager is not busy or stressed, and when the company is doing well financially.
4. Be confident and assertive: Approach the conversation with confidence and assertiveness. Make sure you know your worth and are able to articulate your reasons for deserving a pay raise.
5. Be prepared to compromise: Be willing to negotiate and compromise if necessary. You may not get the exact amount you are asking for, but you may be able to negotiate other benefits such as more flexible working hours or additional paid time off.

If you've followed all the steps and you're still unable to secure a pay rise, it may be time to consider other options. Remember, there are many factors that can affect an employer's ability to give you a raise, and it may not always be a reflection of your performance. If you feel undervalued and underpaid, it's important to take action and explore other opportunities. Don't be afraid to start looking for a new role that offers better pay and benefits. Sometimes, a change of environment can be just what you need to take your career to the next level. Whatever you decide to do, remember to stay positive and stay focused on your goals.

Conflicts can be very troublesome to handle especially if you are acting as a mediator. Humans do not like handling conflicts or seeing another person getting upset or angry. In the natural world, when a conflict is not taken care of properly, it can escalate, and it is especially troublesome dealing with workplace conflict. In the previous article, there was a conversation on how to handle interactions at work and why we dread it. This article would focus on how managers and HR would be able to handle conversations and make interaction with employees less tricky.

How To Manage Tricky Interactions At Work

One of the most important jobs as a manager is to be able to handle employee interaction and know how to steer it in the right direction. Here are a few pointers to note when handling such an interaction.

• Determine the goal of the interaction: When having conversations with employees, what should be the result is the first thing you should note. Understand why the conversation started in the first place and this will help steer the conversation in the right direction, which is the direction you want it to go.
• Envision the conversation before it happens: Have your conversation planned out in advance but not scripted. You want the conversation to be as natural as possible but at the same time, as prepared as possible. Have notes that prepare you for the conversation and the employee’s reaction. The note should not be exactly what you want to say so as not to seem robotic. You can plan the conversation using the values and the motto you follow.
• Put your emotions in check: Even when you plan for the employee’s emotions does not mean it would most likely play out the way you plan, and you might not be able to control their reaction. However, you can have the composure of calmness, assertiveness and compassion. You are compassionate to their emotions, you are calm by not allowing their emotions to overwhelm you and you are assertive by standing your ground. When you try to be too protective either by fighting, insecurity, static or flattery, you have lost the conversation. Be mature by convincing yourself through past successes that you can achieve your goal.
• Make them feel at home without comfort: Allow them to express their feeling but not feel down or judged by these feelings. Show empathy and not sympathy, and set boundaries where needed. Always have this thought at the back of your mind that whatever reaction they do is not to you, but to the role you occupy.
• Let your final goal be the best case solution: Even when you have planned the result ahead of time, try to show that your employee’s opinions were heard and seen. This is not always possible but always let them know that their side of the discussion matters.
• Make sure they are clear on the conversation: At the end of the meeting, you can always have a recap to make sure they understand your reason for the decisions.
• Replay and readjust: Playback your meeting with your employee and reflect on what was said. Compare it with other meetings and see if you have grown or dwindled. Do not be too hard on yourself as perfection cannot be easily attained. Difficult conversations can usually lead to awkwardness and tension.

Ways To Make Your Conversation More Lively With Better Atmosphere

Follow these steps to properly steer a challenging conversation at that moment

• Set personal feelings aside: If during the conversation you are having strong emotions, suppress these emotions to achieve a better result in the conversation. Avoid speaking about rumours of the employee, their person and their identity as it could feel like an attack rather than a fact. Stick to what you found out, rather than what others told you. Do not shame or blame them but speak compassionately and passionately.
• Have a listening ear and a willing heart: At this point, be a leader and not a boss and listen to your employee carefully and deeply. Understand their reasons for things, and remove any form of assumption. Opening up can usually be difficult for people because they fear the consequences. Let them know that the conversation would be confidential and try to ask deeper questions if necessary but do not go too far. Think of what the problem may be on your side and what the other person thinks the problem is. Try to reconcile these two conflicting problems into one that matches well with your conclusion.
• Show that you understand their feelings: Although, this might sound mechanical, when they are done talking, repeat their problem back to them to make them feel like you are trying to digest what they said and acknowledge how they feel, however, do not be their therapist. For mental health issues, you can offer access to the workplace’s wellness program.
• Have a circumference of tolerance around you: Have a hedge that keeps you calm but also helps you tolerate what they say. Don not be armoured up, or you receive a defensive response. If you are sensing tension in the air, back-track your conversation and slow down. A break would even be suggested if such a break is needed. Control your emotions by breathing deeply, planting your feet on the ground and speaking slowly. Try to give yourself time to think before you respond so that you do not respond with your emotion.
• Mix up the bad with the good: If you are trying to correct an employee, do not just correct them alone but also praise them for an achieved result they have. Start the conversation by stating the strength of such employees to make them feel relaxed and open-minded to hear their criticism constructively. Even after the correction, give them pointers on how they can improve, and show that you support them in whatever way you can.
• Be S.M.A.R.T: This means that let your goals be Specific, Measurable, Achievable, Relevant and Time-bound. When you want to help them improve their performance, follow this logic and give a realistic example.
• The T.A.L.K technique: This technique was formulated by the Chartered Management Institute to deal with difficult workplace interactions, and the full meaning is

T – Think about steering the conversation differently: When you feel a conversation is difficult, then it is going to be more difficult. However, if you have a positive and constructive mindset that the conversation would lead to growth, then it becomes easy.

A – Always be clear and simple: Do not generalize, rather be specific and use neutral language.

L – Listen to the other person’s conversation and try to understand what they are saying.

K – Keep the conversation on the issue, not the person: Try not to discuss the pon’s overall character but keep it on the performance and behaviour at the workplace.

Workplace conversations are especially hard not because of the environment but because of words that would be exchanged as it is not easy dealing with personal feelings in the workplace. Prepare yourself for difficult conversations but have a state of mind that the conversation would lead to an opportunity for growth and development of both you as a manager and the employee in question.

Conflicts can be very troublesome to handle especially if you are acting as a mediator. Humans do not like handling conflicts or seeing another person getting upset or angry. In the natural world, when a conflict is not taken care of properly, it can escalate, and it is especially troublesome dealing with workplace conflict. In the previous article, there was a conversation on how to handle interactions at work and why we dread it. This article would focus on how managers and HR would be able to handle conversations and make interaction with employees less tricky.

How To Manage Tricky Interactions At Work

One of the most important jobs as a manager is to be able to handle employee interaction and know how to steer it in the right direction. Here are a few pointers to note when handling such an interaction.

• Determine the goal of the interaction: When having conversations with employees, what should be the result is the first thing you should note. Understand why the conversation started in the first place and this will help steer the conversation in the right direction, which is the direction you want it to go.
• Envision the conversation before it happens: Have your conversation planned out in advance but not scripted. You want the conversation to be as natural as possible but at the same time, as prepared as possible. Have notes that prepare you for the conversation and the employee’s reaction. The note should not be exactly what you want to say so as not to seem robotic. You can plan the conversation using the values and the motto you follow.
• Put your emotions in check: Even when you plan for the employee’s emotions does not mean it would most likely play out the way you plan, and you might not be able to control their reaction. However, you can have the composure of calmness, assertiveness and compassion. You are compassionate to their emotions, you are calm by not allowing their emotions to overwhelm you and you are assertive by standing your ground. When you try to be too protective either by fighting, insecurity, static or flattery, you have lost the conversation. Be mature by convincing yourself through past successes that you can achieve your goal.
• Make them feel at home without comfort: Allow them to express their feeling but not feel down or judged by these feelings. Show empathy and not sympathy, and set boundaries where needed. Always have this thought at the back of your mind that whatever reaction they do is not to you, but to the role you occupy.
• Let your final goal be the best case solution: Even when you have planned the result ahead of time, try to show that your employee’s opinions were heard and seen. This is not always possible but always let them know that their side of the discussion matters.
• Make sure they are clear on the conversation: At the end of the meeting, you can always have a recap to make sure they understand your reason for the decisions.
• Replay and readjust: Playback your meeting with your employee and reflect on what was said. Compare it with other meetings and see if you have grown or dwindled. Do not be too hard on yourself as perfection cannot be easily attained. Difficult conversations can usually lead to awkwardness and tension.

Ways To Make Your Conversation More Lively With Better Atmosphere

Follow these steps to properly steer a challenging conversation at that moment

• Set personal feelings aside: If during the conversation you are having strong emotions, suppress these emotions to achieve a better result in the conversation. Avoid speaking about rumours of the employee, their person and their identity as it could feel like an attack rather than a fact. Stick to what you found out, rather than what others told you. Do not shame or blame them but speak compassionately and passionately.
• Have a listening ear and a willing heart: At this point, be a leader and not a boss and listen to your employee carefully and deeply. Understand their reasons for things, and remove any form of assumption. Opening up can usually be difficult for people because they fear the consequences. Let them know that the conversation would be confidential and try to ask deeper questions if necessary but do not go too far. Think of what the problem may be on your side and what the other person thinks the problem is. Try to reconcile these two conflicting problems into one that matches well with your conclusion.
• Show that you understand their feelings: Although, this might sound mechanical, when they are done talking, repeat their problem back to them to make them feel like you are trying to digest what they said and acknowledge how they feel, however, do not be their therapist. For mental health issues, you can offer access to the workplace’s wellness program.
• Have a circumference of tolerance around you: Have a hedge that keeps you calm but also helps you tolerate what they say. Don not be armoured up, or you receive a defensive response. If you are sensing tension in the air, back-track your conversation and slow down. A break would even be suggested if such a break is needed. Control your emotions by breathing deeply, planting your feet on the ground and speaking slowly. Try to give yourself time to think before you respond so that you do not respond with your emotion.
• Mix up the bad with the good: If you are trying to correct an employee, do not just correct them alone but also praise them for an achieved result they have. Start the conversation by stating the strength of such employees to make them feel relaxed and open-minded to hear their criticism constructively. Even after the correction, give them pointers on how they can improve, and show that you support them in whatever way you can.
• Be S.M.A.R.T: This means that let your goals be Specific, Measurable, Achievable, Relevant and Time-bound. When you want to help them improve their performance, follow this logic and give a realistic example.
• The T.A.L.K technique: This technique was formulated by the Chartered Management Institute to deal with difficult workplace interactions, and the full meaning is

T – Think about steering the conversation differently: When you feel a conversation is difficult, then it is going to be more difficult. However, if you have a positive and constructive mindset that the conversation would lead to growth, then it becomes easy.

A – Always be clear and simple: Do not generalize, rather be specific and use neutral language.

L – Listen to the other person’s conversation and try to understand what they are saying.

K – Keep the conversation on the issue, not the person: Try not to discuss the pon’s overall character but keep it on the performance and behaviour at the workplace.

Workplace conversations are especially hard not because of the environment but because of words that would be exchanged as it is not easy dealing with personal feelings in the workplace. Prepare yourself for difficult conversations but have a state of mind that the conversation would lead to an opportunity for growth and development of both you as a manager and the employee in question.