Manager: how to assess and develop your employees

Unsuitable, too vertical, too performance-oriented, accused of causing a lot of damage... Today, practices for evaluating individual performance are the subject of much criticism, accused in particular of being a major source of stress, instead of making employees evolve.

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Today, we are witnessing a major challenge: the classic evaluation interview, THE cornerstone of HR policies, is no longer unanimously accepted. Obsolete, this evaluation system would no longer correspond to new managerial practices.

Perceived as too rigid, frozen by a kind of unchangeable and intangible nature, these evaluation processes are now considered to be a time constraint for all the people involved in the process (managers, HR, management, etc.).

How to assess and develop your employees?

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Get out of a too rigid process

Among other grievances, we should note that annual or bi-annual interviews are accused of judging only part of reality, i.e. tangible objectives, strengths and weaknesses, numbers but of forgetting all the subjective criteria — relationships, listening, listening, responsiveness, responsiveness, ability to manage crises... — that do not appear, or only a few times, on a job description (commonly known today as “soft skills”).

It's easy to understand that employees need recurring feedback on their work. And not just once or twice a year when the pressure of the evaluation process does not always generate the positive and constructive feedback expected.

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Becoming a developer manager

In a context where uncertainty and rapid changes punctuate the daily life of the company, strengthening the agility of teams by developing regular feedback can only have positive and saving effects. And it is the role of the developer manager to establish, within his team, a culture and strong questioning, with, as a result, an evaluation that is carried out continuously throughout the year, on all projects.

Broadcast a feedback culture in your organization

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No longer being the only one to assess

Who, better than their peers, has the capacity to assess the skills and involvement of your employees? Here too, it is up to the manager to change the internal recognition process by allowing his employees to evaluate each other. In this way, he will no longer be the sole decision-maker and the evaluation will no longer come only from the hierarchy but from a wider decision-making circle.

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The indispensable impulse of HR

Obviously, such a decision cannot be made without the agreement and participation of human resources. Which have an essential role to play in modifying existing evaluations. And by promoting a culture of leadership development with training courses aimed at the acquisition of skills, feedback, Self Assessment and definitions of individual objectives by the employees themselves.

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FOCUS ON THE EVALUATION INTERVIEW:

How do you structure and organize it?

Well-structured, tools for evaluating performance and progressing towards certain objectives make it possible to correctly assess — and recognize — the work of each employee. They also highlight areas for improvement, and identify the professional development and training required to progress. Remember to respect certain rules so that the official evaluation with your collaborator goes without surprise:

• Opt for a quiet place, without a telephone, without a computer, and without other collaborators.
• Allow extra time to allow for a relaxed discussion.
• Ask your collaborator to prepare their evaluation, its main successes and its areas for improvement.

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How to conduct it and project yourself?

You have prepared for the interview with your collaborator. Here are the keys to dialogue with him and conduct his evaluation:

• Evaluate its main functions. Have these areas of responsibility been met? Have some gone down? Give examples where possible.
• Review each goal set with him. Were his goals successful? How did he achieve this or, on the contrary, what were the reasons that prevented him from reaching them? What steps can be taken to remedy this?
• Have an open mind. You can adjust the debate at any time. Use the discussion points you've prepared to allow your collaborator to give their opinion.
• Be clear and objective. Support your comments with facts and avoid generalities. Offer support and training if needed.
• Focus on professional development. This is the ideal time to discuss the development of your collaborator in their current position, but also about a possible promotion.
• Project yourself. Talk about future goals that are measurable and achievable within specific time frames. Encourage your collaborator to reach their goals.
• Summarize your assessment. Write down the next goals to be achieved. Once written, you and your collaborator will sign the document that will serve as a reference for the next interview.

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MAKE YOUR MANAGERS AND MANAGERS TALENT DEVELOPERS:

Individual coaching:

With the help of a Talentis Executive Coach, your managers and managers will be challenged on their ability to give good feedback and to recognize and value successes. Whether collective or individual.

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Team coaching:

Team coaching, in particular through “Twin Coaching”, allows the simultaneous development of the manager and his team. A real plus for your managers and managers who want to obtain the keys to properly assess and develop their employees.

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Online coaching:

With Click & Coach, an online business coaching platform, coaching by coach becomes more accessible and flexible.Click & Coach allows talents all over the world to benefit from individual, punctual and targeted coaching to meet specific needs such as starting a job.

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