The annual employee performance review is a valuable tool for the manager and for the employee. It makes it possible to highlight the employee’s strengths and weaknesses in order to optimize their profile and analyze their situation within the company, along with their prospects for career development.
The employee isn’t the only one who must prepare for this annual performance review; it’s also an opportunity for the manager to improve the functioning of their company by evaluating everyone’s potential. For an employee’s annual performance review to be effective, it’s essential that the manager prepares for it ahead of time to be as specific as possible and not waste time.
Assess the employee under review
Before each interview, the manager should make a summary of the actions taken by their employee throughout the past year, noting their strengths and weaknesses. They should consider possible improvements based on concrete facts (the actions taken by the evaluee and the goals of the business). The manager must have taken stock of the training and skills developed by their employee to optimize future projects.
Organize for the future
It’s essential to be familiar with the profile of your employee and to analyze their potential. When possible, consider asking for feedback from the leaders of projects in which the evaluee participated to better ascertain their skills and behaviour. The purpose of this evaluation is to combine the goals of the company with those of the employee and to note the essential points.
It’s also necessary to analyze the evaluee’s need for training to allow them to develop new skills that will enrich the company’s potential. Don’t forget to think about the possible career developments to offer them (check with HR about the potential promotions, transfers, and compensation).
Set the date of the meeting
It’s essential to notify your employee early enough so they can also prepare themselves for this annual performance review and to ensure that it’s truly successful. Formalize this prior preparation on evaluation grids and interview materials. Consider choosing a quiet, neutral location to prevent any unnecessary stress or tension.
The day of the interview
Bring a blank interview pad with you to note the employee’s remarks and requests and thus complete their file. Keep your initial preparation close by so you can refer to it throughout the interview.
It’s not always easy for the person being evaluated to express themselves, so put them at ease and don’t hesitate to give them the floor as much as possible (two-thirds of the conversation is ideal). Encourage them to get involved and give them the opportunity to make proposals.
In case of conflict, don’t try to completely resolve a disagreement. An annual review isn’t the place to settle scores; it’s used to make a coherent assessment of each person’s needs.
To conclude the annual performance review, summarize the various points addressed during the meeting and clearly define with your employee the goals of the business and what you expect from them for the coming year.
Ensure consistency in the annual performance review
It’s imperative that the annual employee performance review is monitored by the manager so that it’s useful to the company. Throughout the coming year, intermediate assessments should be planned. These make it possible to track the employee’s progress and to consider the best possible support so that they can stick to the objectives set earlier.
It’s the role of the manager to demonstrate adaptability and flexibility. In the event of changes in the context or environment, certain objectives or missions will have to be redefined with your employee.