A guest column by Hedwig Mohl, MOHL-Coaching, Illertissen
In addition to the extensive year-end responsibilities, many managers now face the task of conducting “the” year-end review with their employees.
Unfortunately, people often “just start talking” about it hastily and without preparation, just so they can check it off their list. The great opportunities that a well-prepared and structured conversation offers both managers and employees are, sadly, often missed and overlooked.
Good planning is half the battle!
Take advantage of this conversation to further your business success:
Benefit for the company:
- Mutual exchange helps optimize collaboration
- Staff development is ensured
- Goal review will be possible
- Sensitive topics are given space
- Any conflicts that arise are addressed
- Potential Is Discovered
Benefits for the executive:
- An opportunity to exchange constructive assessments and goals while being well-prepared and free from the hustle and bustle of everyday life
- Motivating Employees by Setting Goals Together
- Reducing Anxiety When Changes Are on the Horizon
- An Opportunity to Build Trust by Taking Employee Input Seriously
Benefits for Employees
- The ability to present difficult or stressful situations in a well-prepared and emotionally controlled manner
- Get first-hand information about planned changes
- Learn about the manager’s personal assessment and gain greater clarity as a result
- Transparency through inquiries or explanations regarding development or non-development opportunities and prospects
To ensure your conversations achieve the desired results, effective communication is essential. You know, it’s all about the tone! This is especially true for one-on-one conversations. A calm atmosphere, freedom from interruptions, and sufficient time are just as important as preparation. Be sure to schedule this meeting. Never do this on the fly. Let the employees you plan to speak with know well in advance so they, too, can find time to prepare for the conversation.
Structure your conversation and prepare the content. There are many ways to do this. A systematic approach—a consistent framework—can help you save time and make the process easier. This guiding framework should then be shared with your employees so they, too, can prepare. If not, employees will notice. So if you’re the only one following a script, it’s easy for employees to feel as though they’re not in a one-on-one conversation, but rather going through a checklist of pre-determined points with you according to a set formula. This is where the manager’s full range of communication skills comes into play:
1.The ultimate skill: listening well! Nervous employees and young professionals are often unsure of themselves and can be thrown off by the conversation feels validated and encouraged to share their thoughts. Experienced employees see this as a sign of appreciation and respond by being willing to provide deeper insight into their assessments. Take advantage of this opportunity and pay attention to the messages they convey.
2.The Ultimate Test: By asking follow-up questions, you demonstrate genuine interest in your specialist’s personal concerns and contributions to the conversation.
Attention! The performance review should never be a “settling of accounts” but rather a discussion to set goals. Specific results achieved are discussed, concrete agreements on goals are made, and further agreements for the near future are established. It is a conversation between equals. There is also room here for the employee’s personal goals, professional development aspirations, and life goals, as this is where the “diversity” of the people you work with becomes apparent.
It is helpful if top executives or senior management also participate in a year-end review. To this end, they can choose an internal or external trusted advisor to discuss personal goals, developments, and strategy.
If you’re still looking for a common thread for your performance reviews, or if you’re looking for an external consultant, feel free to check out my website at http://www.mohl-coaching.de. There, you can learn more about me and the options available to you.
MOHL Coaching
Hedwig Mohl, Dietenheimer Str. 48, 89257 Illertissen, info@mohl-coaching.de, Tel. 07303-90 26 94,
