Annual Talk: How to Prepare

Good that we talked about it! Not infrequently, the only conclusion that employees and supervisors draw after a year's talk. Much talk, nothing said and even less achieved - no wonder that the tiresome compulsory appointment is so unpopular once a year. Often only a pure will there alibi conversation out - despite the fact that 97 percent of HR managers appraisals quite a useful management tool holding. However, 84 percent of respondents to a study by the Management Institute SECS also said that the exchange between supervisors and employees was "poor and poor" ...

Annual Talk: How to Prepare

Table of Contents: That's what you'll find in this article

Annual Talk: A popular instrument
Annual discussion in 3 phases: How the feedback works
Annual Discussion Guide: Tips for Employees
Questions that help you with the preparation
But are annual talks also objective?
Can annual talks be fun?
Further articles

Annual Talk: A popular instrument
Recently, all Dax, MDax, TecDax and SDax listed companies were interviewed on the topic of annual discussions , earnings: 90 percent of companies have been using them for years and the bosses take on average between one and two and a half hours for each employee Time. At Infineon, for example, there is even a one-hour preliminary talk before going on for at least another hour.

Annual discussion in 3 phases: How the feedback works
Annual discussion in 3 phases: How the feedback works
(You can also download the process diagram as a PDF here .)

Of course, there are also some tips on how employees and supervisors should optimally prepare for the annual meeting . Here is a compact list:

Annual Discussion Guide: Tips for Employees
To prepare.
Inform yourself in advance in the guidelines of your company about the purpose and structure of the annual discussion. Most companies have such a guide on the intranet. This is twofold: In difficult conversations or in cases of conflict, sometimes even a subtle reference to these rules of operation helps.

Bilan wallpapering.
Which projects, which tasks did you succeed in, what did not work so well? What was the issue? How can you and your boss contribute to an improvement? How do you want to move forward in the company? Formulate your personal ambitions to make clear how the company benefits. Go through all these questions in your head, outline answers and counter arguments, write down bullet points - then it will not throw you off course.

After your supervisor has made it clear what goals the company is pursuing next year and how you can help achieve them, you should take a stand: Share the opinion your boss has of you? Do you think the goals are realistic? Are they concrete enough? If you do not know the details, follow suit. But also address the conditions under which you should achieve your goals. Not every year goes as planned. So what corrections are possible if something gets in the way?

Address your own ideas that will bring the company forward and pinpoint your role. Best of all, before your boss asks you to - that proves initiative. And: Talk about projects that interest you. It also includes training or the opportunity to climb up the career ladder. Never confuse the employee appraisal with a salary negotiation! Haggle for more money is taboo here - postpone this to a separate appointment.

To log.
After the interview, you should again critically examine whether all the points that were important to you were addressed. Otherwise you may ask for a short talk. Finally, all agreements are written down in a protocol that both sides must sign. It is also the basis for the next annual meeting. And if you were satisfied: Praise the boss. Everyone is happy about positive feedback.

Questions that help you with the preparation
As you prepare for your annual meeting , you should be aware that this is not an applause hour, with one positive message after another waiting for you. Rather, this conversation is also an opportunity for further development, so it must inevitably go to deficits. So as not to fall out of thin air, if your boss speaks something negative, so you should take some time before the conversation and ask yourself some self-critical questions about your performance so far ! It is imperative that you try to take the perspective of an outsider .

What challenges did I overcome in the past (business) year - and what was the result?
Which of the goals from the last annual meeting have I implemented?
What do I have to work on ?
Why could not the implement ?
What I would absolutely work?
Where I would like to develop further ?
What have I already achieved in recent years ?
Does this lead to a thread of my development?
Where does this lead ? Where should she lead?
What could I achieve for the company ?
What has improved thanks to my work ?
What added value did I create?
Can this be continued or even increased in the coming year ?
Which of my talents and skills can I use even more for the company in the future?
Prepared in this way, not only can you better respond to your boss's feedback - you can even lead the conversation and turn it into a real dialogue by also contributing your goals and options. Depending on the course, it can lay the foundation for a speedy salary increase .

But are annual talks also objective?
If you follow the above guidelines and the annual interview checklist , you are already well on the way to a meaningful annual meeting. But is the assessment really fair ? Employees rightly demand that they be judged objectively in the appraisal interview. But how can this be achieved if the supervisor in a sense represents the legislative, judiciary and executive in personal union? Per se, employee appraisals are not completely objective, since they are led by people. But they can be objectively approximated . The initiative here, however, must come from the employer. The following measures are required :

All executives use the same questionnaire across the company .
The evaluation criteria are formulated precisely and without any overlap .
The order of the evaluation criteria is fixed.
A rating scale for ticking indicates the extent to which a rating criterion applies.
Executives are encouraged to observe employee behavior regularly throughout the year and to take notes.
The executives are trained as they should lead an appraisal interview.
Can annual talks be fun?
A somewhat strange question and probably only a few associate having fun with a staff appraisal. But it is quite possible to associate an annual conversation with positive emotions and a good mood . After all, executives want to talk to their employees with a good feeling. For this they need a reliable and reliable instrumentation with ...

company-wide uniform assessment criteria.
a tabular and graphical evaluation.
a comparison between the self-image of the employee and the external image of the manager.
the ability to work together to make the assessment.
a rating simulation (which changes in the overall picture when individual values ​​change).
Unlike previous paper- based assessment sheets, today's software-based assessment systems are able to meet all of these requirements. If the manager integrates these technical aids in the employee appraisal interview, the employee will accept them .

And it makes it easier for the executive to communicate with the employee and the once-and-only compulsory exercise Companion even begins to be fun.

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