Prepare employee appraisals – here's how it works!

Good communication is very important in professional life in general, but especially in the management of employees. Because not everything can be clarified between meetings and daily business, you should regularly ensure an appropriate communication framework and prepare it in a targeted manner. A structured approach helps the manager to lead even difficult conversations confidently and goal-oriented. In this post, you'll learn exactly how to do that.

Preparing Employee Interviews: Retrospective and Prospective

First of all, it makes sense to divide appraisal interviews into two areas:

1. into the retrospective, i.e. it is about assessing performance and cooperation
2. into the prospective (outlook), i.e. it is about the future development fields of the employees.

Employee appraisals, which serve as a retrospective, are usually held at the end of the financial year. The focus here is on the performance appraisal and the behavior of the employee. On the other hand, employee appraisals that serve the purpose of the outlook focus on the goals and development of the company as well as the expected performance and development of the employee. The prospective can also make sense at another time, such as at the beginning of a project or during individual development discussions.

Employee appraisals in agile organizations

In agile work structures, it makes sense to have further discussions over the course of the year and, if necessary, to adjust the target agreements accordingly. Depending on the type of interview, different preparation of the appraisal interview is required.

This ensures that...

• the duration of the call is adhered to,
• the conversations take place ona personal and not a personal level,    
• the objectives of the conversation are achieved.

However, there are a few consistent tips that will help when preparing for all types of performance reviews.

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5 tips for successfully preparing for performance reviews

1. Being unprepared can only go wrong: Regardless of whether you are an employee or a supervisor, the interview must be prepared thoroughly. It is best to do so in writing: this ensures that all important points are really dealt with. In particular, the supervisor should also think fundamentally about a conversation structure in advance. Of course, software is also a practical support for preparation. ‍
2. Organization is everything: The date for the appraisal interview must be set well in advance. This is the only way for everyone involved to prepare thoroughly. If desired, a 360-degree assessment can also be obtained, which is particularly important when looking back. ‍
3. Time frame and focus: the approximate duration and content of the interview should be clearly communicated in advance. This also ensures that there is no digression during the conversation. The time horizon for employee appraisals is one to two hours. ‍
4. The right atmosphere helps: A pleasant atmosphere is important for successful employee appraisals. Therefore, it is necessary to organize in advance where the conversation can take place without disturbing factors.
5. Flexibility is a must: If one of the parties feels under time pressure or feels that they cannot properly engage in the interview, the performance review will usually not be happy for either side. In this case, it should be possible to postpone the appraisal interview.

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Conducting Difficult Employee Interviews: Guidelines and Assistance

In addition to the usual discussions between managers and employees, there are always reasons that require achallenging conversation: Target agreements, employee appraisals, misconduct, illness, addiction problems, transfers, dismissals, unpunctuality, uncollegial behavior, high absenteeism, conflicts up to bullying in the team, signs of inner resignation or a loss of loyalty are occasions that are often considered difficult by both parties to the conversation. and unpleasant.

Such appraisal interviews place high demands on the manager's communication skills – as they usually aim to bring about a change in the employee's behavior or attitude. Managers who practice appropriate methods of conducting conversations and adopt an appreciative, benevolent attitude can have a solution-oriented dialogue with their employees that is pleasant for both sides. Even in the case of objective justification, care must be taken to avoid harsh demands, harsh criticism or even devaluations. This would only lead to resistance on the part of the other party.

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Guidelines for critical appraisal interviews:

Obtain accurate information about the facts: Data and facts must be obtained and should be substantiated.

• Have comparable situations ever existed?
• What are the legal options?
• What sanctions are available? (depending on the severity of the case)

Sift through information and describe the situation in detail. This results in clarity about the goal to be pursued.

• Identify specific behaviors that are comprehensible to the employee.
• Think about various proposed solutions as goals for a change in behavior in order to offer them in the conversation.
• The objectives must: be appropriate and compatible with the company's guidelines, be supported by HR management and be enforceable under labor law.

Assistance for conducting conversations:

• Keep all important documents handy.
• Formulate clearly and unambiguously the situation or what it is about. Speak slowly and clearly.
• Be authoritative in your statements.
• Keep it factual.
• Be sure to give employees the opportunity to comment. The conversation takes place at eye level.
• Be mentally prepared for the fact that there could still be strong reactions from employees.
• Make sure that you don't feel personally attacked either.
• Consider together how deficits can be eliminated and strengths expanded.
• Discuss further development and/or funding opportunities without raising unrealistic hopes.
• End the conversation on a positive note: Make sure your employees leave the interview feeling good – even if you've given critical feedback.
• At the end of the conversation, summarize the most important key messages.