Performance evaluation, while essential, is often criticized for its lack of real impact. The statistics of a study published by Cegid (2023) reveal that only 5% of HR managers and executives are satisfied with their appraisal process, and that 59% of those surveyed believe that traditional approaches have no effect on their performance.
These findings raise a crucial question: How can performance appraisals be transformed into relevant, constructive tools for both managers and employees?
To answer this question, this blog explores why we need to rethink performance appraisals, and recommends (strongly!) four best practices you can adopt to put people and growth at the heart of the process.
Why Do We Need To Rethink Performance Evaluation?
The world of work is changing fast, and so-called “traditional” methods, such as holding a single annual appraisal, are often perceived as out of touch with employees’ day-to-day realities.
Managers know that it’s time to review these approaches to make them more flexible, inclusive and relevant. The aim is therefore to move from a model centered on “criticism” to a a culture of continuous, collaborative assessment where everyone has an active role to play.
4 Best Practices For Making Performance Appraisals Relevant And Constructive
1. Continuous feedback
Continuous feedback is a practice based on regular, constructive exchanges, and complements annual reviews, which are often too far removed from day-to-day realities. Why is this? Because memory is a faculty that forgets! Relying solely on an annual meeting means missing out on current issues, recent successes and areas for immediate improvement.
The short, frequent follow-upswhether weekly or monthly, create a space for discussing current priorities, adjusting objectives and supporting employees in real time. They allow us to integrate a more natural and mobilizing rhythm. For example, reviewing employee objectives on a quarterly basis is an ideal frequency for aligning expectations while respecting ongoing skills development.
Another key benefit of continuous feedback is its contextual aspect. Providing the right feedback at the right time, whether to acknowledge an achievement or address a challenge, reinforces the relevance and impact of the message. This temporality fosters a transparent and stimulating work climate, where employees feel supported in their progress.
To learn more about the benefits of this approach, read our blog dedicated to engaging feedback. You’ll discover practical tips for effectively integrating this method into your management practices.
2. Participatory appraisal
Participatory evaluation is based on a two-way dynamic It’s an exchange, not a monologue. In addition, participatory evaluation can also have a collective dimension, involving other team members and, sometimes, external stakeholders such as customers. This approach provides a more global view of performance.
For example, the manager can enrich the performance appraisal by gathering information from different sources. This feedback, whether from colleagues, team members or customers, can cover essential aspects such as interpersonal skills, which are often difficult to measure objectively.
Another practice that encourages participatory evaluation is employee self-assessment This is an excellent starting point. This introspection enables the employee to take a step back from his or her achievements, challenges and development opportunities.
The ideal process is to ask the employee to complete a self-assessment questionnaire before the meeting with his or her manager. To ensure an open and unbiased discussion, the manager does not consult the questionnaire in advance. During the meeting, both parties can exchange perceptions and align their visions.
This approach transforms the performance appraisal into a constructive dialogue.
3. Establish customized indicators for each position
Traditional appraisal practices are often based on general criteria which, although useful, do not always take into account the specificities of each role. To be fair and motivating, performance indicators need to combine common criteria applicable to the whole organization with customized elements adapted to the specific responsibilities and expectations of each position.
A relevant indicator must be measurable and clearly defined. Quantitative targets, such as sales figures or deadlines met, are essential for assessing concrete results. However, it is just as important to complement this assessment with elements that are qualitative elementssuch as observations and facts, which provide a better understanding of the employee’s overall impact, particularly on dimensions such as interpersonal skills and collaboration.
By adopting this balanced approach, managers foster a more engaging appraisal, which values not only results, but also the path taken to achieve them. This type of indicator helps to align individual efforts with organizational objectives, while creating an environment where everyone can fully develop.
4. Empathetic leadership during assessments
The manager’s role is not limited to using tools and applying proven methods. Being an empathetic leader is essential if appraisal is to become a constructive and humane moment. Active listening, recognition of efforts and targeted support are key practices in establishing a healthy, motivating work environment. According to a report by PwC report (2022), companies run by empathetic leaders see a 37% in their retention rate.
However, for this approach to be fully effective, it is crucial to be aware of unconscious unconscious biases and generalities that can distort the manager’s perception. For example, judging an employee solely on the basis of a recent event, whether positive or negative, can distort the assessment (recency effect). Managers must strive to go beyond their initial perceptions and rely on concrete facts.
Applying the principles of non-violent communication (NVC) is a valuable tool in this context. By avoiding judgments and interpretations, managers can engage in respectful dialogue. This involves making observations, expressing needs clearly, and working with the employee to find solutions.
In Conclusion: Towards A More Human And Effective Performance Appraisal
Rethinking performance appraisal means moving from a “frozen” process to a continuous, people-centred dynamic. By applying the practices described above, managers can transform this exercise into a strategic management tool.
Contact the Flexia team team to make performance appraisals relevant and constructive for your organization.
Marilène Jacques, HR & OD Consultant, CHRP
