Annual Performance Review: A True Internal Performance Gauge
27 November 2015
Read by 2241 persons
The performance review is a key meeting at the end of the year between managers and employees. It's important because it's a chance to assess employee skills, give employees a chance to speak openly about the past year.
A true HR management tool, it allows managers to review performance, analyze results, highlight successes and failures, and address employee concerns.
A tool for individual motivation and planning, it facilitates discussion between manager and employee to ideally reach a constructive and consensual outcome that determines future objectives and potential areas for development.
Because this practice is increasingly common in companies of all sizes and sectors, ReKrute.com recently conducted a survey on performance review practices in Morocco.
Targeting all employees and managers in the ReKrute database, the objective was to determine the expectations of employees and managers regarding these reviews and to evaluate their usefulness.
Here are the most revealing results of this survey, in which 2308 Moroccans responded (mostly young professionals aged 25-35 working in a large company. 64% of respondents are employees, and 36% are managers).
Click here to discover the survey results
Performance Reviews: How Often for Maximum Effectiveness?
Managers: For 78% of them, holding these reviews more than once a year seems ideal. This frequency would improve communication with employees, provide a precise and regular assessment of expectations and areas for improvement, anticipate complex situations, and avoid future conflicts.
Employees: Similar to managers, 76% of employees believe that more than once a year is the right frequency. They feel heard, involved, and that their opinions matter. This pace allows regular check-ins with their manager at different stages of their projects and responsibilities.
Managers vs. Employees: Most Frequently Cited Expectations
Surprisingly, managers and employees agree on several points regarding the purpose of these reviews. Both groups feel these discussions should cover career progression, setting new job objectives, and sharing employee expectations regarding training.
However, some disagreements exist. For example, managers believe their employees would readily point out daily workplace issues. Employees, however, rank this as only the 7th most important topic. This suggests that employees in Moroccan companies still hesitate to speak freely and openly, fearing negative consequences.
Areas for Improvement to Increase Effectiveness
Despite the promise of these discussions, many employees leave reviews feeling frustrated: lack of discussion on agreed-upon objectives; little emphasis on individual motivation and encouragement; insufficient actionable improvement points. These findings, revealed by the survey, tarnish what this annual meeting should be: a constructive discussion where the manager builds a win-win relationship based on trust.
To learn more about performance review practices
Philippe Montant
CEO ReKrute
A true HR management tool, it allows managers to review performance, analyze results, highlight successes and failures, and address employee concerns.
A tool for individual motivation and planning, it facilitates discussion between manager and employee to ideally reach a constructive and consensual outcome that determines future objectives and potential areas for development.
Because this practice is increasingly common in companies of all sizes and sectors, ReKrute.com recently conducted a survey on performance review practices in Morocco.
Targeting all employees and managers in the ReKrute database, the objective was to determine the expectations of employees and managers regarding these reviews and to evaluate their usefulness.
Here are the most revealing results of this survey, in which 2308 Moroccans responded (mostly young professionals aged 25-35 working in a large company. 64% of respondents are employees, and 36% are managers).
Click here to discover the survey results
Performance Reviews: How Often for Maximum Effectiveness?
Managers: For 78% of them, holding these reviews more than once a year seems ideal. This frequency would improve communication with employees, provide a precise and regular assessment of expectations and areas for improvement, anticipate complex situations, and avoid future conflicts.
Employees: Similar to managers, 76% of employees believe that more than once a year is the right frequency. They feel heard, involved, and that their opinions matter. This pace allows regular check-ins with their manager at different stages of their projects and responsibilities.
Managers vs. Employees: Most Frequently Cited Expectations
Surprisingly, managers and employees agree on several points regarding the purpose of these reviews. Both groups feel these discussions should cover career progression, setting new job objectives, and sharing employee expectations regarding training.
However, some disagreements exist. For example, managers believe their employees would readily point out daily workplace issues. Employees, however, rank this as only the 7th most important topic. This suggests that employees in Moroccan companies still hesitate to speak freely and openly, fearing negative consequences.
Areas for Improvement to Increase Effectiveness
Despite the promise of these discussions, many employees leave reviews feeling frustrated: lack of discussion on agreed-upon objectives; little emphasis on individual motivation and encouragement; insufficient actionable improvement points. These findings, revealed by the survey, tarnish what this annual meeting should be: a constructive discussion where the manager builds a win-win relationship based on trust.
To learn more about performance review practices
Philippe Montant
CEO ReKrute
