To do or not to do the performance evaluation?

For some companies, November means a performance evaluation process. Self-assessments by employees, assessment of contribution by managers, salary increase budget by the management committee and planning of follow-ups by the human resources department. The stakeholders involved tend to carry out these tasks mechanically, without asking too many questions, since they are part of internal policies. And they are happy because many companies no longer take the trouble to make the effort, following the latest trends on the subject.

And you, where are you located? Do you even have a position? Or if you wander between two ways of doing things?

Performance evaluation is much more than a single measuring instrument. It is also a powerful communication tool. It allows us to realign expectations, provide constructive feedback and take a moment to listen to what employees have to say. If you already apply best business practices in human resources, you also hold follow-up meetings with your employees on a regular basis. This allows you to offer help and support to employees who are experiencing difficulties or to quickly manage misconduct and non-performance. Follow-up meetings then make your annual process more agile since communication takes place continuously. And that’s the big trend.

Much more than “open door” management, continuous monitoring requires formal meetings and serious discussions. Do employees have expectations? You too. Take the time to understand them and motivate yourself. Make commitments and reward yourself for delivering on promises.

Obviously, evaluating the contribution also allows you to validate the adequacy with your corporate values, the degree of mobilization of your resources and the level of skills you have. Additionally, areas of improvement and development will be compiled for each employee and this information could greatly help you create a training program for the next year.

In closing, here are some tips to prepare you for your next meeting:

  • Develop your own contribution appreciation skills;
  • Practice your evaluation and feedback techniques;
  • Reread your policy and the steps in the process;
  • Learn about HR best practices;
  • Develop your active listening;
  • Be prepared, and confident!

An employee met by his superior emerges with the truth and a clear vision of his contribution to the achievement of the company’s objectives, which represents an important mobilization lever that no one will want to do without.

Good review!


Julie Tardif

Sales Director, Co-founder & Partner

Approved speaker and trainer

Human resources consultant

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