How to prepare for and succeed in an annual appraisal interview as a manager?

1- Prepare the framework for the annual appraisal interview

To ensure the smooth running of your annual appraisal interview as a manager, preparation is the watchword.

You have to take the time, well in advance, to develop a framework in order to frame this exchange. It is also advisable to build this grid around 3 main axes, so as not to drown your interlocutor with information.

In particular, it will be necessary to take stock of

• The skills of the employee being evaluated: what are the strengths and areas for improvement (operational efficiency, team spirit, initiative, etc.)?
• The results and objectives achieved during the past year: the successes, the possible pitfalls, the obstacles encountered…
• Objectives for the coming year : what are the skills to be developed? Are there any needs for training or support? What are the prospects in terms of professional development, remuneration and promotion? What are the challenges ahead, the improvements to be implemented and the results to be achieved for the following year?

Each statement must be illustrated with concrete examples and facts. On the other hand, if possible, the manager can have this assessment, as well as the prospects for development envisaged, validated by his or her line manager and/or the human resources manager.

 

2 – Define the date, duration and place of the interview

The date and time of the interview must be communicated as soon as possible, at least a week or even two weeks before, in order to give the employee time to prepare it. The place and duration of the exchange must also be specified (it should generally be between 1 and 2 hours).

The manager will also have to explain to his subordinate the purpose of this exchange, and inform him of the need to prepare the annual appraisal interview in advance.

The choice of location is also important: it is preferable to choose a quiet room and a neutral, confidential and informal setting (it is better to choose a round table rather than an office).

 

3 – Prepare Supports for Maintenance

The evaluator will also have to prepare materials for the interview. This can be Personalised evaluation grids to be completed over the course of the exchange, notes, a job and skills reference system, etc. It is also possible to find, online, templates for annual appraisal interviews.

 

4 – Succeeding in your annual appraisal interview: the rules to follow

To succeed in an annual appraisal interview as a manager, there are a few rules to follow.

First of all, it is necessary to ensure that the floor is not monopolized and that the employee is given the opportunity to express his or her requests, concerns, wishes, etc.

The evaluator must take the time to value and thank the employee at the beginning of the interview (it is always advisable to start this exchange with the positive points). In addition, criticism and feedback should be delivered with kindness, and be accompanied by personal advice and tailored solutions.

To promote communication and transparency during the interview, the line manager must be reassuring. In order to put the employee at ease, active listening, patience, empathy and open-mindedness are fundamental qualities.

Finally, it is important to be prepared for the possibility of differences of opinion, blockages, and stress, especially if the manager highlights a lack of performance or efficiency on the part of the employee. The line manager will then have to define a course of action to be adopted to manage any conflict situations.

It will also be necessary to anticipate any requests from the employee: salary increase, training, adjustments to working hours, implementation of teleworking, etc.

In addition, the annual appraisal interview should always end with a brief summary of the points discussed and a reminder of the next actions to be implemented and the objectives to be achieved.

 

5 – After the annual interview: the report and the follow-up

At the end of the annual appraisal interview, the line manager will have to draw up a report of the exchange, with the key points discussed and the final conclusions. This document may be given to the employee being evaluated.

The interview should also follow up on interim assessments, rigorous monitoring of progress and possibly a reassessment of the objectives set.

Finally, the manager will have to keep the commitments made to the employee, and implement concrete actions based on the feedback provided by the employee (improving the quality of life at work, adjusting the schedule, lightening the workload, etc.).