A crucial moment for both the evaluator and the evaluated, the annual individual interview is a double-edged sword. Well prepared by both parties, it will be constructive. Taken lightly, it can quickly become a source of demotivation.
Evaluator and evaluated, each with their own objectives. Widely used in companies to legitimize a promotion or to objectify a bonus system, evaluation interviews remain an important step. The evaluation interview is a strong signal from the company in relation to the work performance provided. Reciprocally, it is a moment when the expectations of the evaluated are formulated. Beyond the evaluation, the interview is the moment when bonds tighten or loosen.
Base oneself on facts. On the evaluator side, it is essential to be very well prepared. The feedback to the evaluated must be relevant, objective and documented. The end goal is to give a projective dimension to the exercise.
Really listen. The attention, listening and consideration of the evaluator (who will avoid all sources of distraction such as emails, sms and calls) for the words of the evaluated will also be factors of success, especially if they are accompanied by a concrete implementation of the commitments made.
Preparation, an essential step. For the company, evaluation is a management tool. For the employee, it is a measure of their performance. A document previously provided will give the structure of the interview. Ideally, the manager and the employee will rely on the previous year’s evaluation.
HR professionals: coaches, support to management. Their involvement will focus on the analysis of the employee’s soft skills as to their adequacy with the company’s values. Their mission is to allow managers to best conduct this process by understanding and anticipating the potential sources of stress.
