“Sit down. We both know it’s not the best time of the year, but the HR department has already called me back and we have to go through it. Do you want a coffee?” In nice mode, the manager wants to fulfill his task: the annual interview. In hostile mode, we imagine the tension. Unlike the professional interview (every two years, art. L6315-1 of the Labor Code), the law does not require it, but many companies do. However, 41% of employees fear it and perceive it as an increase in stress, 44% as a subjective exercise and 54% of them find it useless (Javelo/Opinionway, December 2022). For 47%, it is only an oral performance with the obligation to “act”. Worse still: 41% of respondents believe that the balance of power is unequal and that they feel powerless in front of the manager (ibid). Paul Baratte, marketing director at Javelo (HR management tool), is campaigning for an evolution of the annual interview, “one of the most present and most important rituals of a company”.
Highlight strengths rather than weaknesses
For this expert, “arriving well prepared on both sides makes it possible to give meaning to the exchange. 81% of employees are convinced that this meeting is about building loyalty. This is really the time for the manager to show that he is interested in the work of each member of his team”. Several methods exist to provide constructive and objective feedback, such as “360 feedback” or “OSCAR”. Finished the report card. “I advise the manager to dwell on the strengths of the person. Too often, we highlight his shortcomings and areas for improvement. However, looking at a person’s strengths through a different prism and dwelling on them allows you to move forward in a more positive way. It’s like saying to a tennis champion: “your strength is your forehand”, rather than “your weakness is your backhand”. That changes everything”. Then propose an action plan, to be jointly constructed at the end of the interview. Until next year ? No. Paul Baratte insists on the need to “separate the subjects into several exchanges spread over the year” (and in particular the salary negotiations) in order “not to increase the mental load of the collaborators with this ‘annual high mass’. ” According to him, there are only advantages: limiting the stress for the employee and the workload for the hierarchy because the annual interview is now devoted to skills assessments and forecasts which can be accompanied by training.
Ensure working conditions
“Employees are asking for more regular support and feedback,” confirms Malvina de Corbier, HR auditor at Top Employers Institute (certification process by evaluating 350 HR practices). It describes four points of vigilance for the annual maintenance. “With an objective of personal development, the manager must be in accompaniment, in a listening and facilitating position to develop autonomy and self-confidence”. It no longer only assesses a result, but also behavioral skills. He must be able to say: “how do you see the future and how can I help you?”. Do not forget to thank, acknowledge the involvement. Second, solicit other people with whom the collaborator has worked in order to have a different, complementary perspective. “This makes it possible to qualify, to balance, to further objectify the manager’s vision”. Third: ensure working conditions are not the same in the office or remotely. This is an opportunity to take stock of the work environment, the workload, relations with colleagues, which can have an impact on the mental health of the employee. “Does he have any special needs? Need other work tools? Specific support?”. A response to the 40% of employees who believe that the annual interview should focus more on their well-being and their needs (Ibid). Last point: “position the employee in relation to the business project. What values does he identify with? How did he contribute concretely to it?”. The opportunity to see if he feels good in phase with his work: at the end of 2020, 94% of managers considered it important to exercise “a job that makes sense” (Apec).