There is currently a debate within the human resources manager community about the return on investment in doing annual performance reviews.

Sometimes too long to prepare and carry out, sometimes emotionally difficult during conflicting evaluations, sometimes deemed unnecessary due to the proximity between employees and their manager, several reasons seem to lead to postponing evaluations or to outright abolish them.

Even in a small business where we are able to approach situations as they arise, it is still important to spend quality time sharing in a structured way the evaluation of the performance  reviews of a employee as well as the expectations of his manager.

Lack of time is the main constraint raised by managers when the time comes to justify the absence of a performance reviews. How to reduce this irritant? It is possible to do an evaluation in just 10 minutes by following these three steps: the pot, the seed and the flower. We start with the pot: something that the employee should improve. We follow with the seed: a measurable goal that you can decide alone or jointly with the employee. Finally, we end with a flower: something that the employee already does well.

The sequence is important, not to brown the pill, but for the employee to come out of this meeting motivated because you recognized something he is doing well and thus encourage him to implement the action plan, knowing that you are able to recognize good moves as well.

The desire to avoid difficult situations is the other main obstacle to the lack of appreciation of performance. So when a manager gives an employee a score of two out of five for being open to criticism and is answered: “I don’t agree, what are you basing yourself on?” me examples… ”It is true that it is not normal when it is the boss who is hot during a performance reviews, but this responsibility comes with the work.

If that’s any encouragement to you, know that when you tolerate underperforming employees, it’s the high-performing employees who disengage, because they refuse to get high while others take it easy without consequence.

In conclusion, no matter which method you use, only 20% of the time of the appraisal meeting should be devoted to past actions, while 80% of the time should be devoted to future actions: what is the employee going on? it to work, how will it go about it and how to help it achieve mutual goals.

The management reviews makes it possible to assess the alignment of the company’s management team with its strategy.

At the request of the general management, Exec Avenue carries out management reviews (Management Audit) to measure the performance of the management team and its organization and to propose areas for improvement at three levels: individual, collective and organizational.

Our approach provides answers on the ability of managers and the management team to achieve the objectives set by the company’s strategy and thus deliver the expected performance reviews.

The stages of a management review:

• Framing of objectives and topics to be covered, definition of evaluation benchmarks
• Information gathering and in-depth individual interviews conducted by two partners
• Based on our diagnosis, development of our recommendations covering:
  • The adequacy of the leaders and the management team with the strategy, the mode of governance, the organization, the modes of operation
  • The evolution potential of people and structures in the face of the changes to be instilled
  • Concrete proposals for actions and their operational variations
• Presentation of the mission report and conclusions
• Action plan and monitoring of its implementation