The annual individual performance review is a valuable tool for managing business activity. It allows you to review the tasks completed with the employee and set objectives for the future. In this sense, it is part of a continuous improvement process. This follow-up meeting is a key moment for both the manager and the employee. It is an opportunity for discussion. According to Apec, for 64% of employees, the annual individual review is an opportunity to address topics that they cannot discuss during the rest of the year. quarksUp helps you prepare for this annual review with your employee.
The 3 key points to remember about the annual performance review:
Preparing for an annual performance review is essential to ensure that it runs smoothly.
The annual review has multiple objectives: to take stock of the year, motivate employees, set new goals, boost careers, etc.
This meeting is not mandatory, but it is very useful for effective skills management.
An example of a successful annual one-on-one meeting begins with careful preparation.
The manager must establish a climate of trust that is conducive to open communication. They begin by reviewing the company's objectives and setting clear, specific, and achievable personal goals for the employee.
Active listening is essential, enabling the identification of training needs, career development aspirations, and potential difficulties.
An action plan is developed jointly for the following year. Finally, constructive feedback promotes continuous improvement and strengthens the relationship.
The follow-up interview can be conducted annually, at the end or beginning of the year, or whenever business allows. It serves multiple purposes.
1 - Review the past year
The annual individual review is an opportunity for both the employee and the manager to provide feedback. It is an opportunity to assess the employee's performance. Have they achieved their objectives? The assessment covers both technical skills and interpersonal skills. It identifies areas for improvement to be addressed in the following year.
The employee also expresses their feelings. Do they have all the resources they need to carry out their tasks? What obstacles do they encounter?
The purpose of this assessment is simple: to understand the difficulties and find the tools to address them.
2 - Define the objectives
Once this assessment has been completed, the next step is to set new objectives for the following year. These must be aligned with the company's overall strategy and enable improvements in productivity and profitability.
3 - Ensuring career management
The annual review provides an opportunity to take stock of the employee's skills. What is their career plan for the future? What skills do they need to work on to achieve this? This is the time to discuss any training needs to ensure skills development.
4 - Valuing work
The annual review with employees provides an opportunity to identify talent. It is the ideal occasion to congratulate high-performing employees. Work can be rewarded through a pay raise or other incentives (promotion, bonus, additional responsibilities, etc.).
The objectives of an annual review
The annual individual review is a powerful personnel management tool. Its objectives are clear: to engage in dialogue in order to identify areas for improvement and boost performance.
This exchange is based on past events, but it is undeniably focused on the future. Its purpose is to define objectives and action plans to achieve them. It aims to improve employee and company productivity.
Finally, one of the objectives of this annual meeting is to work on employee retention. By setting goals for them that are aligned with the company's strategy, this is the time to engage them. Mobilizing and motivating them are the key challenges of this exchange.
Read: Our comparison of the best software for tracking annual reviews
The Labor Code does not require annual performance reviews to be conducted. However, the Collective Bargaining Agreement may impose this requirement on companies in the sector.
Even though it is not mandatory, the employer may request that it be implemented. The employee is then required to attend. The annual review process is regulated. The Health, Safety, and Working Conditions Committee (CHSCT) and the Works Council (CE) must be consulted.
Please note that it is prohibited to discuss private matters during this exchange. Staff representatives may be notified in the event of a violation of individual freedoms.
Good to know: information on choosing the assessment method
According to Article L1222-3 of the Labor Code[1], employers must inform employees about their evaluation methods.
[1] L1222-3 – Digital Labor Code
To ensure that the annual individual review runs smoothly, it is necessary to prepare for it carefully.
Employees must therefore fill out the evaluation form or grid in advance. They carry out a self-assessment based on facts. This allows them to list the tasks they have completed and analyze their figures. They can identify the obstacles they have encountered and the resources needed to overcome them.
Before the meeting, the employee should consider their career development goals. What is their career plan? Do they need training to achieve it?
To conduct an effective one-on-one meeting, it is essential to notify the employee in advance. The HR department can then set up an evaluation grid covering key topics such as strengths, areas for improvement, management, training, and career development.
What questions should you ask during an annual review? Here is a non-exhaustive list of points to explore:
QuarksUp, an HRIS specialist, has developed a digital HR solution for monitoring employees. HR departments and managers benefit from a tool for planning annual reviews. Notifications are sent to participants to remind them of their appointments.
The quarksUp tools also allow you to create customized questionnaires, which serve as a basis for discussion during individual interviews. Employees complete an online self-assessment.
Once the interview has been conducted, employees can view their objectives and follow up on action plans. The HR department can manage training requests and skills (acquired or required). This tool also allows performance to be monitored according to defined objectives.
The individual interview should not be seen as a moment of control, but rather as a constructive exchange for the future.
