Les entretiens annuels : le bon, la bête et le truand
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Dans cette présentation les points suivants sont traités - Les bons procédés des entretiens annuels - Les erreurs les plus communes - Les « Best Practices » pour réussir les entretiens - Quoi faire et ne pas faire dans le processus d'analyse de la performance ? Vous ne pouvez pas y assister ? Si vous ne pouvez pas participer ce webinar sera enregistré, inscrivez-vous et vous recevrez automatiquement l’enregistrement. Ne manquez pas notre atelier en ligne !
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Les entretiens annuels : le bon, la bête et le truand
- 2. Discussion En temps qu’employé : • Que reprochez vous ? • Qu’est ce qui vous plaît ? • Pensez-vous que le processus est juste ? • Que changeriez vous ?
- 3. Sondage Comment évaluer-vous vos processus d’entretien aujourd’hui ? • Bon • Mauvais • Plus que mauvais • Inexistant
- 4. Exemple #1 Objectif Augmenter de 5% les ventes Employé – Auto-évaluation et commentaires 5 – Performance exceptionnelle J’ai augmenté les ventes de 37M€ à 40M€, j’ai également eu un bébé cette année c’est donc pour moi une surperformance d’avoir su gérer les deux ! Manager – Auto-évaluation et commentaires 3 – Performance moyenne Louis a augmenté les ventes de 37M€ en 2012 à 39M€ en 2013, je ne pense pas que le congé paternité soit relevant dans ce cas ! La Bête
- 5. Exemple #2 Objectif Augmenter les ventes Employé – Auto-évaluation et commentaires 5 – Performance exceptionnelle Mon rôle est de développer les ventes et cette année j’ai réalisé 75M€. Je pourrais vendre encore plus si je ne devais pas passer mon temps à remplir le CRM. Manager – Auto-évaluation et commentaires 1 – Performance médiocre Louis ne dit jamais la vérité dans ces rapports mensuels, parfois elle ne fourni même pas! Je pense que ses ventes ont augmentés, mais il est difficile d’avoir des informations la dessus car ils n’utilisent pas les outils internes ! Le Truand
- 6. Exemple #3 Objectif Augmenter les ventes la région IDF de 5% par rapport à 2014 Employé – Auto-évaluation et commentaires 4 – Bonne performance En 2014 les ventes enregistés ont été 107M€, cette année pour la même région j’ai atteint 7% donc plus que les 5% demandés. Manager – Auto-évaluation et commentaires 3 – Performance acceptable Les ventes régionales sont passé de 100M€ à 105M€ soit 5%. La différence entre nos chiffres vient des contrats signés l’année dernière mais reconnu l’année suivante. Le Bon
- 7. Quelles sont les erreurs les plus fréquentes ? Aucun commentaire sur la notation Des commentaires inappropriés Des objectifs sans date butoir Des objectifs non mesurable Des attentes pas claires
- 8. Alors comment éviter ces erreurs ?
- 9. Bases Objectif Commun Chaque employé doit comprendre les objectifs globaux Attentes Précises pour chaque individu et équipe. Engagement s’appuyant sur une récompense précise et réelle. Capacité Developper grâce à des retours continu et un appui du manager Définition Performance Revue Performance Plan de Développement Communication Continue Où on va ? Qu’est ce que je vais en gagner ? Quel est mon rôle ? Comment je vais y arriver ?
- 10. Accord Opportunités Feedback Justesse Récompense Accord : L’organisation et les employés doivent être d’accord sur les rôles et objectifs. Opportunités : L’atteinte des objectifs est maîtrisé par chaque employé. Feedback : Des retours essentielles et utiles doivent être communiqué à l’employé. Justesse : L’employé doit voir le processus comme transparent et juste Récompenses : L’individu comprend les conséquences d’une performance pauvre ou exceptionnelle. Conditions
- 11. Un cycle idéal Définition • Définir les objectifs • Identifier les objectifs clefs Performance • Le collaborateur travaille sur l’objectif • Commentaire et dialogue continu avec son manager Evaluation • Auto-évaluation du collaborateur • Le manager évalue le collaborateur Revue • Discussion entre le manager et le collaborateur • Définition d’un plan de développement
- 12. Augmenter la visibilité Pourquoi un outil ? Réglementation Consistence Globale Rapports précis Eliminer le papier
- 13. Objectifs SMART Aider les manager à définir des objectifs SMART.
- 14. Best Practices Ne pas avoir trop d’objectifs et de compétences Etablir et communiquer des dates butoires précises. Partager des valeurs communes entre manager et employés.
- 15. Les Solutions • Objectif Commun • Attentes Précises • Capacité • Engagement s’appuyant sur une récompense précise et réelle.
- 16. Objectif Commun Chaque employé doit comprendre les objectifs globaux.
- 17. Attentes Précises • Pour chaque individu. • Et équipe
- 18. Capacité Developper grâce à des retours continu et un appui du manager
- 19. Engagement • S’appuyant sur une récompense précise et réelle
- 20. Compensation Plan de Succession Besoin de Développement Pourquoi une note doit être données ? Passez au niveau supérieur Pas forcément.
- 21. Déployer une solution automatisée. Utiliser excel et/ou les emails
- 22. Conduire des entretiens privés et réguliers * Je n’ai pas le temps de faire ton évaluation annuel, donc je continuerai à de critiquer de temps à autre en public.
- 23. Avoir un focus sur le collaborateur. Avoir un nombre trop important de compétences et/ou d’objectifs à évaluer.
- 24. Encourager une conversation continue entre les managers et les collaborateurs. Faire de l’entretien annuel un évènement ponctuel
- 25. Utiliser la note finale pour définir les processus de développement, les plans de succession et les revues de salaire. Ne s’appuyer que la notation pour évaluer le collaborateur.
- 26. Questions
Notes de l'éditeur
- So as an employee – have a think and ask what did you dislike about your last performance review cycle? Was it that it didn’t happen? It took much time? It was too vague and to general? Nothing happened when it was over? Then ask what did you like about the review cycle? The constructive feedback? Anything in particular? Did you think the process was fair? Was it not one sided? What was one think you would have changed to make it better? Do performance reviews more than once a year? Get input from employees first? Having an open and honest dialogue with clear actionable feedback?
- So following on the same note, I’d like to just do a quick poll on how would you rate your performance reviews today, we will be sharing some performance reviews and we want you to let us know if you think this is a good, bad ugly review.
- So here is the first review we can take a look at, which we have tagged as a bad review. Backing up reviews with hard data such as numbers is a good thing; however the goal could be more clear on timings … also, you’ll notice that both the manager and the employee have given different numbers but no explanation as to why. So this is actually the bad review.
- With the second one here, the manager didn’t use what I’d call good language – the goal is largely useless given that there’s no time frame; there is too much discrepancy between scores; the managers maths and expectations are wrong, the employees comments are not factual and can’t be verified. Therefore this is definitely the ugly review.
- With sample number three, there are clear expectations in terms of a target with a time frame and a reason; it is factual, concrete and clear, it details in understandable figures, the difference in ratings are clearly established, both the manager and employee used facts on why the rating was given – this is a good review.
- So which of these mistakes do you see most often on appraisals? Unclear expectations? Non measurable goals? Or that no specific deadlines are set? Or all of the above?
- But what can we do to make sure employees really value the performance review cycle?
- There has to be a common purpose – that the employees and the organisation goals are interlinked, and really be able to answer where we are heading to help towards the company’s overall goal in that everyone is working together towards the same common purpose. Set clear expectations – employees should fully understand what their individual role is but also what their role is within the organisation and what they are contributing toward the common purpose. It’s important to make sure employees get ongoing feedback and that they have the support to achieve their goals on target. Capability – Make sure employees have the right skills in place that they need to achieve a particular goal – make sure that we are evaluating and reviewing and seeing if they are achieving the goals we put in place. Commitment – make sure that you keep to promises that if the employee does achieve their goal, they get the correct reward. But also be steadfast in applying the consequences if they are under par in the performance review. Once someone begins to grow they need to make sure that the employee is continuously developed and we decide on the common goals for the next performance cycle.
- This next slide is outlining some of the conditions that need to be in place to insure performance review success. In terms of agreement – we have to agree on individual’s role and goals; and in turn the employer needs to know that the employee is onboard with the organisation and the employee can really see how they are going to contribute. Opportunity - implement smart goals – there needs to be a chance to succeed with a particular goal – if it’s not attainable there is no point having it. Feedback – Not having numbers in the goal makes it hard to tell if the feedback is accurate, it’s important to have ongoing feedback rather than just once in the year. It is also important to have regular manager meetings. Fairness – the process and outcomes should be noticed as fair; typically, an employee will know who works the hardest in their employee group. If they feel like they’re going above and beyond compared to another employee and not getting noticed, yet the other employee gets rewarded ,they won’t see this as fair. Rewards – it’s important to always make sure everyone knows the rewards and consequences process.
- In terms of performance cycle concepts… Planning is not just about setting goals and forgetting about them but making sure the employee understands how the goals will be measured for success and how they will contribute to the organizations goals and overall progression. Performance – Interactive feedback needs to be part of the whole process and not one sided – it will help to keep employees on track and issues can be addressed before they come unmanageable. Assessment – employees should be given the opportunity to asses themselves, so it can be identified if the manager and employee have the same image of the employees performance and are on the same page. Review – In discussing the review, consider future goals, mutually agreed development plans and set the ball running for the next cycle. The more understanding the employee has of the whole cycle the more likely they are to succeed and find the process beneficial
- With what we do at HRsmart, we like to help automate all of this paper. With the elimination of paper – Employees expect to have things available to them 24/7 and to view their own performance reviews when ever they want. Improve compliance – HR can monitor the whole process and insure things are consistent and see everything documented. This is an easy way to track business goals in one place. Increase visibility – from here we can see performance objectives – recorded feedback – accomplishments and roadblocks. It increases consistency – there is ongoing tracking and evaluation, uses the same forms, the same evaluation methods and any changes can be easily communicated. Improved reporting – HR no longer has to do research to see where people are in the process, the system can automatically do this and realtime
- SMART Goals With SMART goals, when done correctly we can help motivate employees and align business processes, see how goals contribute to overall company success, how they can be measured – remember, goals without objectives are meaningless, with no objective progress is impossible to measure, it’s not just an annual exercise – these are critical to company success.
- Keep it simple – smart goals – Employee can see clearly what they need to do , how long they have to get there , that employees understand how they fit in with the organization as a whole
- So the performance review process should not just end at the score – if it did, there would be little or no point in doing them. Compensation – score linked – bonuses – salary increases Succession plans – can see top performers , successors are in place for top jobs within the organisation. As a follow up – do employees need extra help on certain skills or competencies? Does this entail extra training ?
- People can delete things, forget to do actions – Do use an automated solution to help increase consistency, communication and engaged employees.
- This is always ill-advised – any constructive criticism ought to be kept private.
- Ongoing process – maintain engagement – keep motivation
- Got the data so use it.
- How many goals would you recommend as a maximum – Around 5 competencies and 5 goals Do most people tie performance with salary increases – Mostly a factor with many company's How can you develop goals for employees who’s jobs don't change from year to year - look at organisations overall goals and how the employees can be linked.