Annual Interview of Employees: – As its name suggests, the annual appraisal interview aims above all to evaluate its employees. Have they achieved their goals? Do their results live up to the expectations of their superiors? How to make them progress, their contribution to the company grow and their motivation remains intact? Below this post is all about the importance of annual interviews of employees.
Annual Interview of Employees
Above are the questions that any manager worthy of the name must be able to ask at the time of the evaluation interview campaign. But this ethical and beneficial vision is damaged when the company puts its own interests before those of its contributors, or that the manager is mistaken of direction by using these precious moments to settle his accounts.
The “Settlement of Account” Interview, to be banned at all Costs
A manager who does not control his subject (not to mention the phase of taking a job, during which time it is normal to encounter difficulties) may be tempted to seize the opportunity of the annual interview to discharge on a collaborator whose he is not satisfied.
“Maintenance sanction” is still too often practiced in companies. This, oh so destructive practice consists in doing, for one hour, the trial of his collaborator, Presented in such a way, it is obvious that no one doubts the absurdity of this way of proceeding. And yet, managers, too many still, although not always malicious initially, venture there, causing damage whose impact we know: stress, anxiety, demotivation, conflicts, tensions…
Even if you feel that an employee is not up to the task, remember that he is often the most embarrassed. It is a safe bet that an employee, who has not achieved his objectives and / or has made mistakes, expects to be reprimanded. It’s up to you to surprise him (without denying the facts, which would be a mistake) and to focus on the future and how to help him progress instead of limiting himself to criticism to push him further. .
Give Visibility and Retain the best Elements
See also the opportunity to detect talent. Whatever you’re level of hierarchy, your team is potentially part of the future of the company, in the short, medium and long term. And do not forget that having a successful team will only serve you and give you credit. This is not about sifting through every member of your team and sorting through a ranking. But rather to be able to identify talents to put them in the best possible arrangements, serving the company.
Everyone has the right to his career plan and visibility on his future, but it would be unfortunate to foresee nothing for a high-potential employee who might go to assert his qualities and his knowledge in the service of competition.
Ensure the Development of Everyone at all Levels of the Company
The development of employees must be at the heart of the annual interview strategy. It is no coincidence that the Human Resources experts unanimously recommend devoting a substantial part of this exchange to the training and evolution of the person. The objective is to give to its contributors all the weapons so that they are able to give the best of their person in the exercise of their functions, and that they become actors of their professional development.
How do you see yourself evolving within the structure? If you had to improve things, what would your priorities be, what types of training would you like to orientate yourself to and why? These are the central questions that need to be addressed in depth during this exercise, a key moment in the development of your employees.