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Discover everything you need to know about the annual review to ensure you support your team as best as possible through these highly important meetings!
The annual review, according to some studies, is perceived by 48% of employees as a complicated moment to handle humanely, being particularly stressful. Yet, this meeting is an opportunity for you, managers, and your teams, to take stock and determine new objectives for the next twelve months.
An annual review is a management practice that allows an employee to exchange directly with their direct supervisor or a representative of the Human Resources (HR) department, in order to take stock of the year that has just passed.
This exchange covers several very different topics, namely:
Performance evaluation is the main objective of the annual review.
They allow you to evaluate employee performance, one by one. It is the opportunity for management or HR to verify whether the objectives set at the last meeting were achieved.
It is a good way to congratulate the efforts undertaken, but also and above all to realize certain things that are not working, to then adapt the strategy, according to the observations made and the exchanges carried out.
Annual interviews allow management to set new objectives to achieve, whether individual or team-wide, for the coming year.
It is the time to set a course, giving a direction to take that is clear and perfectly understandable.
This is an essential step, because without clear and understandable objectives, your teams may not evolve. And without this sense of growing, of learning, it is turnover that increases.
Beyond management requests, the annual interview is also an opportunity for the employee(s) to assess their own needs.
If they feel they need help or more intensive support on a particular segment, they must have the opportunity to report the information.
Ultimately, this can lead to reflections on the processes in place, on the organization, as well as the implementation of dedicated training to help the employee build skills.
The annual interview is also an opportunity for the company to demonstrate that it listens and that the well-being at work of its teams is essential to it. Taking stock means discussing, exchanging, and debating.
It is to demonstrate to colleagues that they are also part of the adventure. Creating a strong company culture based on transparent exchanges is also a good way to retain talent and reduce turnover.
On the manager's side, an annual interview must be prepared in advance. It is indeed imperative to arrive prepared, with all your notes and data, to provide as much value as possible to your interlocutor.
To have a solid foundation on which to build your exchange, you should not hesitate to reread the last annual interview conducted. This allows you to refresh your memory and get a more precise idea of what was highlighted and requested at the time.
It is also important to take the time to prepare feedback to be given, to think carefully about the comments you want to share, so as not to say unnecessary or inappropriate things. Finally, think about the objectives you want to propose to your team member for the year to come. Don't forget to collect feedback from colleagues who work closely with this person. This will enrich your interview and give it more perspective. It's also a good idea to think about the development opportunities you'd like to offer this employee.
An annual evaluation interview is conducted in five major phases, even if, ultimately, everything depends on you, the manager, and the habits that are yours.
The first is the assessment of the past year and the evaluation of performance. Managers, you exchange with your collaborator on what worked well and what worked less well. It's the moment to congratulate the achievements and to speak frankly about the difficulties.
Then comes the moment for your collaborator to express themselves. They can share the difficulties they encountered, their expectations and their future projects. It's their moment to speak up.
The third phase concerns the definition of objectives for the year to come. Based on what has been achieved and the expectations expressed, you jointly define the professional goals that your collaborator will have to achieve over the next 12 months.
Next, discuss training, certifications, or skills development opportunities. Assess what learning your collaborator needs to succeed in their role and grow professionally.
Finally, summarize the interview, confirm the objectives and expectations, and let your collaborator know what the next steps will be.
À la fin de l’entretien annuel, un compte-rendu d’évaluation sera rédigé. C’est un document confidentiel, qui doit comporter quelques mentions importantes (pour ne pas dire obligatoire), comme :
Ce document, s’il ne doit pas retranscrire mot pour mot tout ce qui s’est dit au cours de l’échange, doit être très complet. C’est lui qui servira de base pour les entretiens annuels d’évaluation qui auront lieu l’année suivante. Il est donc préférable qu’il ne manque d’aucune information importante.
Côté management, l’entretien annuel nécessite de la préparation.
Côté collaborateur, c’est la même chose : évaluer ses réussites, faire une introspection pour comprendre ses forces, mais aussi ses faiblesses, exprimer ses ambitions et confier ses craintes… Tout cela nécessite un peu d’anticipation.
Malgré le côté très solennel de la chose, l’entretien annuel d’évaluation reste un moment d’échange et de partage qui vise à permettre aux collaborateurs de repartir avec des informations claires et nettes sur les choses qu’ils font bien, qu’ils maîtrisent et sur celles où quelques lacunes se font ressentir et donc, sur lesquelles ils vont devoir travailler !
C’est l’occasion, aussi, de valoriser leur implication, en les félicitant de vive voix pour les efforts entrepris tout au long des douze derniers mois. Cette gratification peut aussi passer par une revalorisation salariale, dont le montant reste sujet à discussion (mais qui oscille généralement autour des 3 à 4%).
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