The purpose of the thesis was to describe the management-related means by which the supervisor can increase well-being at work with the help of a development discussion and what is the successful way of implementing a development discussion. The aim was to develop the development discussion practice into a management method that better supports well-being at work. The thesis was carried out using the method of a descriptive literature review, and the results were examined from the point of view of the supervisor. The research material was collected from Google Scholar, Finna, Hamk Finna and the search was supple-mented with a manual data search. The material consists of five disserta-tions in Finnish and two articles in English. The material were analyzed by means of content analysis.

The basis of a successful development discussion is a regular development discussion, in which employees are considered individually and the implementation of agreed things is monitored. The conversation between the supervisor and the employee is based on the trust that arises in everyday work. In addition to trust, the supervisor must have a good sense of everyday life, in which case the feedback is focused on relevant issues. The supervisor is expected to be fair, equitable, and consistent. In addition, he or she must have selfmanagement skills, and a desire to create opportunities for influence for the employee. Giving positive feedback, supporting competence development and meta-skills support wellbeing at work, and at the same time create opportunities for success in the development discussion. Developing these skills also contributes to sustainable development.

The results highlighted the significant role of the organization in the development of the supervisor. The supervisor needs the support of the organization around them as well as a strong desire to develop well-being at work and maintain a good work atmosphere. The organization must anticipate what kind of expertise will be needed in the future, the development must be managed and the goals concretized. By developing competence, organizations and work communities succeed in their basic task, and at the same time wellbeing at work increases.