Many people see it as a mountain: the annual performance review. Sitting opposite your manager and discussing your work performance in detail, what is that actually good for? And what if your employer does not use the performance appraisal as intended at all?
The performance appraisal is part of the traditional human resource cycle, a form of personnel management that originated in 1920. This cycle includes all moments when managers and employees talk to each other about performance, goals and development. It actually starts with the first application. Other components are the planning interview, performance interview and separately the assessment interview.
But over the years, a lot of uncertainty has arisen about the purpose of those different conversations. Sometimes companies even give it their own twist. ‘Mirjam’ (real name known to the editors) also noticed this. Six months after Mirjam was hired at a prestigious office, the first performance interview came into view. “Everything was new to me. I had no idea what to expect.”
I was very afraid that I would be told that I was not doing anything right and that my contract would not be renewed
That was partly due to the organization. Her supervisor was extremely busy and gave little information about the upcoming meeting. ,,I was very afraid that I would be told that I was not doing anything right and that my contract would not be extended. That made me nervous. All possible doomsday scenarios ran through my head.”
Also read at Intermediary: ‘Do you have a performance interview? Then ask yourself these questions’
That’s where things often go wrong, according to work psychologist Annet Scholte Albers, founder of Evoli Bedrijfspsychologie. “For many people, the purpose of a performance appraisal is not clear. This creates unnecessary tension and uncertainty. The performance interview can be seen as an evaluation moment. How are you doing, both professionally and privately? That is the first question that should be asked.” The ultimate goal is a pleasant contact moment between manager and employee, in order to keep someone employable for as long as possible. “So it is by definition not a moment of assessment, let alone a reprimand.”
Like an awkward first date
Mirjam has different experiences. For her, performance appraisals were more of a nightmare. ,,The conversation always had to take place during lunch, in a restaurant outside the office. Since I don’t have a car, it meant I had to drive with my supervisor. The moment I got into his car, I was already breaking out in a sweat.” It felt like the car ride lasted hours and once in the restaurant Mirjam couldn’t swallow a bite. “It reminded me of an awkward first date where you have to show yourself at your best.”
For a healthy company with little absenteeism, a lot of attention is needed for each other
Although the conversation ultimately went well and she has been employed for six years now, she continues to dread that annual mandatory lunch with her manager. “Sometimes I get compliments and I feel happy and relieved afterwards. But I also experienced that my supervisor was literally at a loss because the company was doing so badly. I had no idea what to do with that. That had nothing to do with my performance, did it?”
Preventing absenteeism
According to Scholte Albers, it is up to the manager to create a positive atmosphere in a performance interview. “Of course, that also depends on the management. How do they want to deal with their people and how is this communicated to the manager? For a healthy company with little absenteeism, a lot of attention is needed for each other.”
Because the more work pressure is experienced, the greater the chance of psychological complaints. “If you want to prevent that as an employer, keep an eye on your employees. Talk to them and listen carefully. A performance interview – or rather, a development interview – is an excellent time for this.”
Do you also dread your performance appraisal? These are the tips from Annet Scholte Albers:
1. State that you are nervous or worried. This requires some courage, but by discussing the fact that you dread the conversation, your manager can take you more into account.
2. Take control. Write down a number of important topics that you would like to discuss and, if necessary, have your manager read them in advance. You can also suggest a location that you like.
3. Try to put things into perspective. The more you dread the conversation and engage in it beforehand, the more exciting it becomes.
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