Successful year-end reviews: a practical guide for managers
Year-end reviews can be a dreaded moment for some, managers and employees alike. I remember one of my first reviews: I received generic “well done,” and looking back, I imagine my manager thought they were doing the right thing. But I didn’t know how to develop further and felt somewhat “left wanting.” When it was my turn to conduct evaluations, I realized just how important it is to prepare them to be as objective as possible. A well-prepared performance review is also an opportunity for feedback and coaching, a real dialogue and a powerful means of continuous improvement.
Here are my "Do's and Don'ts" for successful reviewsstress-free and with impact.
DO's, what to do
- Clarify expectations from the start : leave no surprises. At the beginning of the year, explain how you will evaluate your team members. This gives meaning to their work and prevents misunderstandings.
- Get ready : two weeks before the interview, ask your colleague to note down his or her achievements over the year. For your part, reread your notes : successful projects, missed deadlines, difficult situations managed... and, if possible, get feedback from close colleagues.
- Give concrete, constructive feedback : use the "Stop, Start, Continue" method. Be specific : saying "You need to be more proactive" doesn't really help. Prefer : "Take the initiative to call prospects without waiting to be asked." For compliments, explain what concretely reflects that quality: "Your innovation can be seen in the way you've simplified monthly reporting."
- Choose your words : a conversation begins with words. The language used directly influences the quality of the discussion. Employees can express their curiosity, rephrase the other person’s points of view to show understanding, highlight what connects them, qualify their statements and build trust through personal stories.
- Promote hybrid and digital working :recognize contributions that don't necessarily happen in the office: asynchronous work, Slack participation, collaborative documents, or AI-supported projects.
- Listen to their ambitions :often, the discussion (at this point in the HR cycle) is not focused on their ambitions, but understanding their aspirations can help you better understand their performance.
DON'T, what to avoid
- Don't be vague :generalities are useless. Clearly detail the behaviors you want to stop, start or continue. As Brene Brown says, "to be clear is to be kind".
- Don't sugarcoat bad results :a difficult review is an opportunity to demand improvement, not to take it easy.
- Don't be afraid of difficult conversations :this is your managerial courage. Constructive disagreements are essential for a team's progress.
- Don't mix subjects :compensation and performance need to be discussed separately (or clearly from the start).
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A good assessment turns a simple interview into a a moment of inspiration and development... So it's up to you!
If you want your reviews to become a real lever for motivation and growth within your teams, I can support you with concrete, personalized leadership and managerial coaching programs.
And one last question... Now that you're ready to give feedback, are you ready to receive it? See you in a future article for the keys!