4 Keys to a Better Annual Performance Review
9 May 2014
Read by 3216 persons
The annual performance review is a special time for dialogue between the employee and their manager. Here are some principles to follow to ensure this meeting is calm and transparent.
Unlike some types of annual interviews (career guidance interview after maternity/parental leave, mid-career interview, annual monitoring of employees on a daily rate...), the annual performance review is not mandatory. But just because it's optional and not required by the Labor Code, doesn't mean it's not an important meeting. "It's a valuable moment, for both the manager and the employee," emphasizes Cyrille Pelegrin, CEO of add'if, an HR communication consulting firm. "The annual performance review is even a key element of the company's HR policy." Once it has been implemented, at the employer's initiative, the employee must participate.
Consult the CHSCT on evaluation processes
The annual performance review is a special time between the employee and their manager and doesn't require anyone else to be present. Nevertheless, all systems likely to evaluate the professional skills of employees must be submitted to the representative bodies of staff. Before implementation, the employer must consult the CHSCT (Health, Safety and Working Conditions Committee), whose opinion must then be sent to the works council or, failing that, to the staff delegates. "These formalities are justified insofar as evaluations are likely to create some psychological pressure, therefore possible repercussions on the working conditions of employees," explains Cyrille Pelegrin.
Set achievable and measurable goals
The annual performance review is an opportunity to discuss three topics: the past year, the coming year, and the employee's skills...
- The past year: review of objectives as they were set and commonly agreed upon; assessment of whether they were met - or even exceeded - or not.
- The coming year: definition of new objectives. "While ambitious, these must remain specific, measurable, achievable, over a given period. Be careful with the balance: the new challenge must be motivating!" insists Cyrille Pelegrin.
- Skills: "In relation to the tasks that have been carried out previously and the skills required to achieve the new objectives, the manager and the employee must together define any training needs," he explains. "Overall, it's a question of discussing the employee's employability, the resources to be implemented to achieve the objective, and possibilities for internal development and mobility."
Choose a low-stress period
"The annual performance review should last at least an hour, an hour and a half, or even two hours, so that both parties have plenty of time to discuss the topics mentioned above," estimates Cyrille Pelegrin. As its name suggests, once it has been implemented by the organization, the annual performance review is held once a year, often at the end of the year or during the first quarter, when measuring the achievement of objectives is possible. "It's important to choose the right time: not during the rush of scheduling periods, reporting... so much work that stresses and requires meeting deadlines," he says. "The manager and the employee must have a free mind and be fully willing to dedicate time to this moment. As much as possible, avoid chaining five to six interviews in a day: the manager will, in fact, be less attentive." Where? "The interview often takes place in the manager's office, but you can also choose a more neutral space, such as a meeting room, a chance to get out of the daily routine and give a certain formality to the exchange," notes Cyrille Pelegrin.
A meeting synonymous with transparency
The manager must prepare, prioritizing calm and serenity. "Preparation is a key element in the success of this moment, just as a calm and serene context is more conducive to exchange," says Cyrille Pelegrin. "It is also a good idea to recall, in the introduction, the structure and content of the annual interview, to explain how it will proceed. This gives visibility to both parties, and helps the employee to structure their ideas, if a document has not been given to them before the interview." Cyrille Pelegrin also insists on transparency: "It is important to acknowledge that this meeting must be synonymous with transparency, that it is an opportunity - for both the manager and the employee - to tell each other things, both positive and negative. Under no circumstances should you hide behind unspoken words, or even shyness. The manager must invite the employee to express themselves freely, and constructively."
Three pitfalls to avoid
Reproach: "Any discussion must be constructive. Rather than criticizing an employee for an unmet objective, it is advisable to praise successful missions, to value the work done: recognition is essential. In case of failure, manager and employee can discuss together suitable solutions: training, skills management, development..." explains Cyrille Pelegrin
Monologue: "Under no circumstances should the annual performance review be a manager's monologue or a moment of claiming on the part of the employee. However, the employee should feel free to express individual aspirations: at worst, these are not in line with the employer's immediate needs and projects, but there is nothing to prevent them from being mentioned, discussed, and recorded," he says.
Unspoken words: If the employee does not mention compensation at any time, should the manager be happy? "It is customary for the company to encourage the manager to talk about compensation during the annual performance review. For example, to "take the temperature and prepare the ground" in terms of individual aspirations and collective needs. In fact, in 80% of cases, part of this meeting is devoted to it. Often, it is even at this moment that the individual social report is transmitted, a document detailing exhaustively what the employee has received over the past year," concludes Cyrille Pelegrin.
Lesechos.fr
Posted online May 9, 2014.
Unlike some types of annual interviews (career guidance interview after maternity/parental leave, mid-career interview, annual monitoring of employees on a daily rate...), the annual performance review is not mandatory. But just because it's optional and not required by the Labor Code, doesn't mean it's not an important meeting. "It's a valuable moment, for both the manager and the employee," emphasizes Cyrille Pelegrin, CEO of add'if, an HR communication consulting firm. "The annual performance review is even a key element of the company's HR policy." Once it has been implemented, at the employer's initiative, the employee must participate.
Consult the CHSCT on evaluation processes
The annual performance review is a special time between the employee and their manager and doesn't require anyone else to be present. Nevertheless, all systems likely to evaluate the professional skills of employees must be submitted to the representative bodies of staff. Before implementation, the employer must consult the CHSCT (Health, Safety and Working Conditions Committee), whose opinion must then be sent to the works council or, failing that, to the staff delegates. "These formalities are justified insofar as evaluations are likely to create some psychological pressure, therefore possible repercussions on the working conditions of employees," explains Cyrille Pelegrin.
Set achievable and measurable goals
The annual performance review is an opportunity to discuss three topics: the past year, the coming year, and the employee's skills...
- The past year: review of objectives as they were set and commonly agreed upon; assessment of whether they were met - or even exceeded - or not.
- The coming year: definition of new objectives. "While ambitious, these must remain specific, measurable, achievable, over a given period. Be careful with the balance: the new challenge must be motivating!" insists Cyrille Pelegrin.
- Skills: "In relation to the tasks that have been carried out previously and the skills required to achieve the new objectives, the manager and the employee must together define any training needs," he explains. "Overall, it's a question of discussing the employee's employability, the resources to be implemented to achieve the objective, and possibilities for internal development and mobility."
Choose a low-stress period
"The annual performance review should last at least an hour, an hour and a half, or even two hours, so that both parties have plenty of time to discuss the topics mentioned above," estimates Cyrille Pelegrin. As its name suggests, once it has been implemented by the organization, the annual performance review is held once a year, often at the end of the year or during the first quarter, when measuring the achievement of objectives is possible. "It's important to choose the right time: not during the rush of scheduling periods, reporting... so much work that stresses and requires meeting deadlines," he says. "The manager and the employee must have a free mind and be fully willing to dedicate time to this moment. As much as possible, avoid chaining five to six interviews in a day: the manager will, in fact, be less attentive." Where? "The interview often takes place in the manager's office, but you can also choose a more neutral space, such as a meeting room, a chance to get out of the daily routine and give a certain formality to the exchange," notes Cyrille Pelegrin.
A meeting synonymous with transparency
The manager must prepare, prioritizing calm and serenity. "Preparation is a key element in the success of this moment, just as a calm and serene context is more conducive to exchange," says Cyrille Pelegrin. "It is also a good idea to recall, in the introduction, the structure and content of the annual interview, to explain how it will proceed. This gives visibility to both parties, and helps the employee to structure their ideas, if a document has not been given to them before the interview." Cyrille Pelegrin also insists on transparency: "It is important to acknowledge that this meeting must be synonymous with transparency, that it is an opportunity - for both the manager and the employee - to tell each other things, both positive and negative. Under no circumstances should you hide behind unspoken words, or even shyness. The manager must invite the employee to express themselves freely, and constructively."
Three pitfalls to avoid
Reproach: "Any discussion must be constructive. Rather than criticizing an employee for an unmet objective, it is advisable to praise successful missions, to value the work done: recognition is essential. In case of failure, manager and employee can discuss together suitable solutions: training, skills management, development..." explains Cyrille Pelegrin
Monologue: "Under no circumstances should the annual performance review be a manager's monologue or a moment of claiming on the part of the employee. However, the employee should feel free to express individual aspirations: at worst, these are not in line with the employer's immediate needs and projects, but there is nothing to prevent them from being mentioned, discussed, and recorded," he says.
Unspoken words: If the employee does not mention compensation at any time, should the manager be happy? "It is customary for the company to encourage the manager to talk about compensation during the annual performance review. For example, to "take the temperature and prepare the ground" in terms of individual aspirations and collective needs. In fact, in 80% of cases, part of this meeting is devoted to it. Often, it is even at this moment that the individual social report is transmitted, a document detailing exhaustively what the employee has received over the past year," concludes Cyrille Pelegrin.
Lesechos.fr
Posted online May 9, 2014.
