Leading an annual performance review Tutorial

Transform your annual performance review into a powerful growth opportunity! In 'Leading an Annual Performance Review', discover essential strategies to foster meaningful dialogue between managers and employees. Uncover key elements like self-evaluation and constructive feedback while setting realistic, ambitious goals for the year ahead. Don't let this essential meeting be a chore; make it a motivational milestone!

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an evaluation interview,

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or annual development meeting?

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Usually it's a time of sharing between the

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manager and their employee that takes place yearly.

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This is the opportunity 1

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to review the year that has just passed regarding the objectives that have been set,

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and two,

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to determine the new objectives.

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In this video we will describe the content of

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the annual review and the conditions for its success.

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In short,

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how to make a springboard out of this annual

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meeting instead of making it a trying moment.

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What is the content of the annual review?

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These annual progress reviews may be mandatory in your company,

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depending on the branch agreements and the convention of your company.

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It's up to you to check.

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This meeting covers

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the achievement of past goals and the setting up of new goals,

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the employees workload,

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the collaboration with the managers and the.

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Colleagues,

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the organization of work in the company,

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and so on.

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If you work in a large company,

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you can rely on the formalization of annual reviews organized by HR.

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Most of the time,

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the manager and the employee must first complete an online questionnaire

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that aims to evaluate the progress of the employee's goals.

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Then they meet

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for a 1.5 to 2 hour interview

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to share their past year's evaluation

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and set new objectives.

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What makes the annual review time extremely difficult is

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that it is very often correlated with remuneration,

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either obtaining bonuses for achieving objectives

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or obtaining salary increase for the following year.

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The employee will therefore fight

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so that their manager recognizes that

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they have fulfilled their objectives completely

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and strive to have easily achievable goals for the following year.

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If you or your employee want to talk about bonuses or increases,

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I advise you,

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if you can,

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of course,

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to have another meeting.

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Ideally mid-year so that it is completely uncorrelated from the annual review.

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The second point of this video.

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What are the conditions for the success of an annual review?

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The annual meeting is a unique privileged moment where you can

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together take a step back for 1.5 or 2 hours.

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Take your time,

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make a quiet and convivial.

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Out of it.

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Offer optimal material conditions,

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comfort,

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coffee,

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phones cut off,

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doors closed.

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Here are my top three tips.

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Make your annual review an opportunity for improvement.

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You will facilitate the progression of your employee

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by analyzing with them the past year.

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What were their successes,

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what difficulties did they encounter?

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What skills did they acquire?

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What skills seemed missing to them?

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You will listen to their desires,

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their needs,

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their questions,

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and finally you will build the future with them,

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or at least the foundation for the year to come.

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Beware

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that this time does not replace the usual meetings

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which focus more on daily life and files.

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Be also careful that this time focused on

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employee improvement does not replace your feedback meeting.

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Your congratulations and reframing.

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Do not wait for the annual interview to tell an employee they've

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done a good job or that they need to change their behavior.

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Second advice,

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the annual review needs to be prepared.

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The manager and the employee should prepare for the meeting

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by analyzing the successes and challenges of the year

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and by reflecting on the future goals.

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I advise you to go further than the few questions often asked online by your company.

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Write your own questions.

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Prepare the agenda,

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list your own questions,

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and give them to your employee at least 15 days before the date of the interview.

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Ask them to prepare themselves.

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Say this is an essential condition to do the meeting,

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otherwise you will postpone it.

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And do the same.

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Prepare for this meeting

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once a year.

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It's really worth it.

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The first question to ask your employee at the beginning of the review

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is Mark,

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did you take the time to think about and answer the questions I gave you?

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If Mark arrives at the meeting unprepared,

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if he tells you that he didn't have time to look at the questions,

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if he says nah,

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or a little bit,

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have the courage to postpone the meeting

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to prove to him that it really matters,

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your employee is probably still.

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On the old model of my manager's going to evaluate me,

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it's up to them to talk.

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Depending on what they tell me,

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I will answer.

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No,

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it will be above all up to the employee to speak up.

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This is what Mark should be reminded of

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because,

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and this is my third tip.

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The annual interview is above all a self-evaluation.

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It is most of all an opportunity for the employee to self-evaluate,

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to take a look at their successes,

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their failures,

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their learning.

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We're no longer in school.

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Active listening and coaching skills will be of great help to you.

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As a manager

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you have to help the employee to do their self-evaluation by

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using the art of asking the right questions and rephrasing.

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Always start by capitalizing on their past successes.

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Ask your employee to discuss first about their projects,

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their files,

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their topics,

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and objectives of the past year,

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those which are successes for them,

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to tell you about the objectives they have achieved and of which they are proud.

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For each success,

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dig to find out what they liked,

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why they succeeded,

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which talents they relied on,

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what they learned,

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what they liked,

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what they would like to do again in the same way or differently.

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What were the challenges?

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In short,

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dig for the successes to capitalize on them.

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The more time you will spend on looking at the positives,

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the more you can use it as a springboard to set objectives for the year to come.

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Mark himself,

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motivated by what he has succeeded at,

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will find his momentum to project himself positively into the future.

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Some employees will tend to tell you about their difficulties or failures first.

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I invite you to interrupt them,

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insist on talking about their successes first.

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Take the springboard in the right direction.

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Go through the past year's objectives and projects one by one.

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Ending with the objectives that make your employee

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feel unsatisfied in terms of results and performance,

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give also,

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of course,

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your opinion on the achievement of objectives

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after welcoming the self-evaluation of your employee.

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Argue if you don't share their point of view.

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Bounce back on each topic discussed or mission analyzed to set tomorrow's goals.

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So Mark,

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regarding the Miranda project,

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what are your goals for next year?

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How do you plan on improving your results?

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Argue if you don't have the same vision.

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be both of you ambitious and realistic while setting mark's new objectives

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in order at most to find an agreement in the negotiation.

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You know your employees.

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You know which ones tend to aim high,

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too high or low,

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too low.

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It's up to you to challenge them during the negotiations

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before writing down together the objectives for the upcoming year.

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The annual interview can also be a great

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time to question the manager employee collaboration.

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Mark,

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does our way of working together suit you?

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What do you appreciate?

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What do you not appreciate?

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What do you suggest?

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Here we are.

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You still have to prepare your list of questions for your employee.

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You can take inspiration from the questions in this video.

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Give Mark your questionnaire and book a time slot with him for around 1.5 to 2 hours.

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This interview is truly a privileged moment,

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a key moment.

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Make it an.

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desired moment motivating for all.

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Make it a moment of self-evaluation,

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meaning a moment of progress rather than evaluation.

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At the end of a successful annual review,

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your employee leaves your office more aware of

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their strengths and of their areas for improvement.

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Mark felt listened to and recognized.

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He has new concrete goals that motivate him

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and that will make him progress and that he feels capable of.

Mandarine AI: WHAT YOU SHOULD KNOW