Preparation: Succeeding in your annual performance review
26 January 2009
Read by 2142 persons
To make this meeting with your supervisor fruitful, review your important files, gather the right information, and take stock of your career.
The performance review – which some prefer to call an annual appraisal or progress review – is a highlight of the professional year”, notes Marc Gosselin, consultant and sales director of Cedar France, a company specializing in human resources consulting. And he knows something about it, having spent a long time on the other side of the fence as a consultant at Hay Management and as director of human resources. For everything to go smoothly with your superior, for this spotlight on the year to be fruitful, you must carefully prepare in advance. “You need to start early enough – at least two weeks before the interview – to gather all the elements, especially the figures”, advises Jean-Pierre Sartoretti, senior consultant specializing in the professionalization of managers, within the BPI Leroy Consultants Group.
BUILDING THE FUTURE
“To go to an annual interview calmly, says Marc Gosselin, you must first agree with the description of your position.” It is therefore important that the scope of the function has been perfectly defined at the time of recruitment and previous annual interviews. Similarly, the objectives must have been clearly announced. A necessary preamble so that the preparation of the interview is done on the right bases. “The way to prepare for your own annual interview will then depend, continues the representative of Cedar France, on the frequency of the intermediate points that the superior will have organized with you.” The more frequent they have been, the easier and faster the preparation of the interview will be. And the more the interview can also focus on building the future. Several topics will be discussed during this interview. On the one hand, the results of the past year, as well as the objectives for the coming year, both quantitative and qualitative. On the other hand, the professional development of the manager. This is a rule: the interview begins with the professional part and ends with more personal subjects. Of course, the hand is on the side of the superior; nevertheless, try to start with a positive subject, in order to put everyone at ease. “Before the interview, the sales manager must identify the positive points of his report, advises Jean-Pierre Sartoretti. He must do it as objectively as possible.” Also make sure to show right away that you have a good grasp of your files. “To do this, suggests Marc Gosselin, meet, before the interview, your collaborators, especially those with whom you have sensitive files in progress.” This last overview will allow you to know everything and to be completely up-to-date on the news of the sales department. To be totally credible, you must indeed be knowledgeable about your figures. “Your superior should not teach you anything”, insists Marc Gosselin. The exercise is therefore to recall in detail the objectives, what has been achieved, and then to explain the reasons for the observed discrepancies. You must absolutely have sharpened, as objectively as possible, your explanations – figures to support – and your arguments. “Your argumentation will be plausible and constructive”, adds Marc Gosselin.
HARMONIZE YOUR FIGURES
It is not necessary to dazzle your interlocutor on form. The essential is really on the substance. “For your preparatory work, do not hesitate to seek the help of the financial department”, advises Marc Gosselin again. It is necessary, indeed, to harmonize your figures, which generally correspond to the signed contracts, with those that your interlocutor will have, taken from the billing data. You must be sure that you will speak the same language and it is up to you to adapt to him. Another tip: once this work is done, prepare some key data sheets, especially on critical files. Also bring your laptop or personal assistant. Placed on a corner of the desk, it will allow you to possibly support your words with a few tables.
WISH TO EVOLVE
Once you have discussed the current situation of the sales department, you will move on to the future development plan. “Your superior expects you to propose a strategy, an organization and tools for the coming year”, summarizes Marc Gosselin. Faced with these new objectives that you set, your company must provide resources. A lot of work will have already been done in the weeks preceding the end of the fiscal period, which also corresponds to the preparation of the budget. Because it is at this time that the projected expenditure items are evaluated and that your needs in equipment, payroll, travel expenses, training, etc. are negotiated. According to Marc Gosselin, “when you arrive at the annual interview, which generally takes place afterwards, you must have a precise idea of ??the objectives you will set yourself and your strategy”. Finally and above all, your reflection must focus on your personal development within the company. Randomly, you will be led to discuss the content of your mission, to review your responsibilities, to talk about your professional projects, continuing education... “If you want to evolve, adds Jean-Pierre Sartoretti, this is the time to talk about it!” So do not hesitate to show your interest in transversal and strategic projects, such as the establishment of a subsidiary abroad, the development of an indirect sales network, the implementation of CRM software, etc. Make proposals in this direction, having well prepared your argumentation beforehand. You will thus show your involvement. Finally, compensation will close the debate. “We are Latins, recalls Marc Gosselin, and if the variable is partly determined by the achievement or not of the results, it can always be the subject of negotiations.” This is also the time to renegotiate your compensation for the coming year. Fixed, percentage of variable, attribution criteria: everything must be reviewed. “If not all decisions are good to make during the performance review, however, do not hesitate to mention everything”, concludes Marc Gosselin.
Posted online on January 29, 2009
actionco.fr
The performance review – which some prefer to call an annual appraisal or progress review – is a highlight of the professional year”, notes Marc Gosselin, consultant and sales director of Cedar France, a company specializing in human resources consulting. And he knows something about it, having spent a long time on the other side of the fence as a consultant at Hay Management and as director of human resources. For everything to go smoothly with your superior, for this spotlight on the year to be fruitful, you must carefully prepare in advance. “You need to start early enough – at least two weeks before the interview – to gather all the elements, especially the figures”, advises Jean-Pierre Sartoretti, senior consultant specializing in the professionalization of managers, within the BPI Leroy Consultants Group.
BUILDING THE FUTURE
“To go to an annual interview calmly, says Marc Gosselin, you must first agree with the description of your position.” It is therefore important that the scope of the function has been perfectly defined at the time of recruitment and previous annual interviews. Similarly, the objectives must have been clearly announced. A necessary preamble so that the preparation of the interview is done on the right bases. “The way to prepare for your own annual interview will then depend, continues the representative of Cedar France, on the frequency of the intermediate points that the superior will have organized with you.” The more frequent they have been, the easier and faster the preparation of the interview will be. And the more the interview can also focus on building the future. Several topics will be discussed during this interview. On the one hand, the results of the past year, as well as the objectives for the coming year, both quantitative and qualitative. On the other hand, the professional development of the manager. This is a rule: the interview begins with the professional part and ends with more personal subjects. Of course, the hand is on the side of the superior; nevertheless, try to start with a positive subject, in order to put everyone at ease. “Before the interview, the sales manager must identify the positive points of his report, advises Jean-Pierre Sartoretti. He must do it as objectively as possible.” Also make sure to show right away that you have a good grasp of your files. “To do this, suggests Marc Gosselin, meet, before the interview, your collaborators, especially those with whom you have sensitive files in progress.” This last overview will allow you to know everything and to be completely up-to-date on the news of the sales department. To be totally credible, you must indeed be knowledgeable about your figures. “Your superior should not teach you anything”, insists Marc Gosselin. The exercise is therefore to recall in detail the objectives, what has been achieved, and then to explain the reasons for the observed discrepancies. You must absolutely have sharpened, as objectively as possible, your explanations – figures to support – and your arguments. “Your argumentation will be plausible and constructive”, adds Marc Gosselin.
HARMONIZE YOUR FIGURES
It is not necessary to dazzle your interlocutor on form. The essential is really on the substance. “For your preparatory work, do not hesitate to seek the help of the financial department”, advises Marc Gosselin again. It is necessary, indeed, to harmonize your figures, which generally correspond to the signed contracts, with those that your interlocutor will have, taken from the billing data. You must be sure that you will speak the same language and it is up to you to adapt to him. Another tip: once this work is done, prepare some key data sheets, especially on critical files. Also bring your laptop or personal assistant. Placed on a corner of the desk, it will allow you to possibly support your words with a few tables.
WISH TO EVOLVE
Once you have discussed the current situation of the sales department, you will move on to the future development plan. “Your superior expects you to propose a strategy, an organization and tools for the coming year”, summarizes Marc Gosselin. Faced with these new objectives that you set, your company must provide resources. A lot of work will have already been done in the weeks preceding the end of the fiscal period, which also corresponds to the preparation of the budget. Because it is at this time that the projected expenditure items are evaluated and that your needs in equipment, payroll, travel expenses, training, etc. are negotiated. According to Marc Gosselin, “when you arrive at the annual interview, which generally takes place afterwards, you must have a precise idea of ??the objectives you will set yourself and your strategy”. Finally and above all, your reflection must focus on your personal development within the company. Randomly, you will be led to discuss the content of your mission, to review your responsibilities, to talk about your professional projects, continuing education... “If you want to evolve, adds Jean-Pierre Sartoretti, this is the time to talk about it!” So do not hesitate to show your interest in transversal and strategic projects, such as the establishment of a subsidiary abroad, the development of an indirect sales network, the implementation of CRM software, etc. Make proposals in this direction, having well prepared your argumentation beforehand. You will thus show your involvement. Finally, compensation will close the debate. “We are Latins, recalls Marc Gosselin, and if the variable is partly determined by the achievement or not of the results, it can always be the subject of negotiations.” This is also the time to renegotiate your compensation for the coming year. Fixed, percentage of variable, attribution criteria: everything must be reviewed. “If not all decisions are good to make during the performance review, however, do not hesitate to mention everything”, concludes Marc Gosselin.
Posted online on January 29, 2009
actionco.fr
