Quelles sont les choses les plus importantes à éviter lors d’un entretien de gestion de la performance ?

One thing that I have found helpful is to avoid being judgemental about the person. We can use story or anecdote to allow the person to appreciate the issue. Questions may be structured in such a way so that the interviewee gets more time to express. Towards the end of the process, both interviewer and interviewee should have a feeling that indeed it was an enriching experience as they have learned something new. Thanks

Preparedness on the part of the reviewer is as important as that of the interviewee. The mode may be informal but never casual. Otherwise the essence and impact of the exercise would be lost. It always helps to point out in advance how the goal links with the overall strategy and what has already been done in the past to achieve it.

Surprises: Unresolved issues should not be brought up suddenly. One-sided communication: Encourage employees to share their perspectives. Blame and criticism: Focus on constructive feedback. Negative language: Use positive and constructive words. Overlooking strengths: Acknowledge and celebrate accomplishments. Rushing: Take time for a thorough discussion. Lack of follow-up: Plan for regular check-ins and progress tracking. Inflexibility: Be open to adjusting goals or strategies. Unrealistic expectations: Set attainable objectives. Overemphasizing metrics: Consider both quantitative and qualitative feedback. Emotional reactions: Maintain professionalism. Bias and discrimination: Ensure evaluations are unbiased and fair.

It is important to navigate the conversation carefully during a Performance Management interview in order to present yourself in the best possible way. I analyzed to have a positive outputs avoid the following practices Being Defensive: Don't get defensive when you get feedback or discuss areas for improvement. Focus on understanding feedback and showing you're willing to learn. Blaming Others: Any performance issues should not be attributed to colleagues, team members, or external factors. Demonstrate accountability and take responsibility for your actions. And there are many practices.

The most important things to avoid during a Performance Management interview are: Being overly negative or critical. Making it personal or emotional. Failing to provide constructive feedback and solutions. Not actively listening to the employee's perspective. Neglecting to document the conversation.

One of the most common mistake that happens during a Performance Management interview is the Supervisor overpowering the employee and lecturing instead of discussing about performance with the employee. The manager shall be willing to take feedback from the subordinate by probing them via open ended questions and seeking insights about their own leadership style and work systems.

Mastering the art of conversation in performance management interviews involves steering clear of common pitfalls. Firstly, avoid dominating the dialogue—ensure a balanced exchange to foster collaboration. Stay vigilant against interrupting; active listening is paramount. Resist the urge to impose solutions; instead, encourage employee input. Eschew overly critical language; opt for constructive feedback. Don't sideline employee goals; align them with organizational objectives. Lastly, sidestep procrastination in addressing performance issues; timely communication is key to a successful dialogue.

To further enrich the performance management interview, it’s important to foster a collaborative environment where dialogue and participation are encouraged. Instead of asserting authority, aim to guide the conversation in a way that empowers your employee to take an active role in their performance development. Incorporating pauses after asking questions can give employees the space they need to formulate their thoughts and contribute meaningfully. Also, recognize and validate the employee’s feelings and perspectives, which can help in building trust and rapport. It’s beneficial to have a mutual exchange of ideas and to co-create solutions with the employee, as this can enhance their commitment to improvement and change.

A manager can not fairly evaluate whether someone "met expectations" if expectations weren't set clearly and consistently in the first place. No one benefits from a moving goalpost! Comprehensive feedback given should include 3 things: an explanation of the expectation that was set and why, the specific example of behavior that occurred, and how that behavior compared to the expectation (or how it should do so in the future). This is a slight expansion on the classic SBI (situation-behavior-impact) model. Feedback that is missing any one of those pieces should be set aside.

In the context of performance management interviews, steering clear of vague or inconsistent feedback is crucial. Firstly, eschew generalized comments that lack specificity; provide concrete examples for clarity. Avoid inconsistency in evaluations; strive for fairness and uniformity in feedback. Embrace regular communication to prevent surprises during formal reviews. 1. **Specificity is Key:** Offer detailed feedback with clear examples for a comprehensive understanding. 2. **Consistent Evaluations:** Ensure fairness by maintaining consistency in performance assessments. 3. **Regular Communication:** Foster an ongoing dialogue to address concerns promptly and avoid surprises during formal reviews.

It’s also essential to establish a clear and consistent criteria for evaluation to prevent any ambiguity. This involves setting measurable and achievable performance indicators that align with both the organization's objectives and the employee's role. It's helpful to reference documentation or past reviews to provide context and demonstrate consistency over time. Additionally, ensuring feedback is forward-looking can motivate improvement; it's not just about past performance but also about future potential and development opportunities. Encouraging a growth mindset can help employees view feedback as a tool for professional growth rather than criticism.

The SBI framework is great to use in these situations as is Start-Stop-Continue. Feedback should also be given in the moment. There is no better motivator than feedback that is data led.

During Performance Management interviews, Make sure goals are specific and can be measured, and that they're things people can actually do. Connect these goals with what the whole company is trying to achieve. Talk to the employees and get their ideas—it helps them feel more involved. Check-in regularly to see how things are going and be open to changing goals if needed. This way, everyone is on the same page, working towards achievable and clear targets.

In the realm of performance management interviews, steering clear of unrealistic or unclear goals is paramount. Firstly, avoid setting objectives that are beyond attainable limits; clarity ensures alignment. Secondly, steer clear of vague language; articulate goals with precision for better comprehension.Its vital to refrain from overloading employees with unmanageable targets; balance is key. The 3 key points to remember are: 1. **Clarity in Objectives:** Ensure goals are well-defined and easily understandable. 2. **Realistic Targets:** Avoid setting benchmarks that are impractical or unachievable. 3. **Balanced Workload:** Distribute tasks in a way that is challenging yet manageable for the employee.

Adding to the guidance on goal-setting, it's vital to ensure that the goals are adaptable to changing circumstances which can help maintain their relevance and feasibility over time. Involving employees in periodic reviews of their goals can help adjust expectations based on new information or organizational shifts. It's also beneficial to establish both short-term milestones and long-term objectives to provide immediate direction and sustained motivation.

Pms can success only when two way communication is transparant and object is clearly known to both side in an unbiased way with proper result evaluation is communicated

Linked to this, it’s crucial to keep the conversation about the role and how the person needs to fulfil the requirements of the job description. This keeps the conversation at the right time and underlines why it’s so important for organisations to invest in getting the right job description.

It’s important to create a safe and confidential environment where both parties can speak openly without fear of immediate repercussions. This involves framing the conversation in a way that focuses on behaviors and outcomes, rather than personal attributes, which can help in depersonalizing the conflict and making it more manageable. It's also advantageous to practice empathy by trying to understand the root causes of the issues from the employee's point of view. This can uncover underlying problems that may not be immediately apparent, such as resource constraints, personal struggles, or miscommunications.

In my experience, PM is Crucial for an employee prospect. Career goals should be defined clearly and empower him /her to achieve. Which is beneficial for Employees and employers.

Some times managers resist on the time planned for performance meeting, even if the employee is not ready for that. Maybe because of disease or being tired or is easy with other projects... . For this situation I suggest another time for meeting because the result is more important than discipline.

Another no-no in Performance Management interactions is rigidity. Many a times, either party refuses to acknowledge lapses or AOIs. This should be avoided as it hinders effective communication, stifles employee engagement, and misses opportunities for growth. A rigid approach can lead to decreased morale, a focus on compliance over development, and a negative perception of the organization among employees. To ensure effectiveness, a more flexible, employee-centric approach is essential, fostering open and honest communication, active listening, and adaptation to individual needs and circumstances. This approach contributes to a positive work environment, improved performance, and greater job satisfaction.

The Randical Condor framework by Kim Scott is one all about just this. An incredibly insightful book if you’re looking to be a manager that wants to be great.

During a performance management interview, it's crucial to avoid: Negativity Lack of Preparation Defensiveness. Blaming Others. Vagueness. Overconfidence. Ignoring Self-Development. Failure to Set Goals. Remember, a performance management interview is a chance to showcase your contributions and growth, so approach it with a constructive mindset.

Mastering performance management interviews involves avoiding key pitfalls. Prioritize clear communication to foster open dialogue and constructive feedback. Encourage collaboration by valuing employee input over imposing solutions. Steer clear of micromanagement, empowering your team for enhanced creativity. Align individual goals with organizational objectives to drive sustained growth. Avoid negativity; constructive feedback cultivates improvement more effectively. Timely resolution of performance issues is crucial for a positive work environment. Prioritize communication, collaboration, and constructive feedback for a thriving performance management process. #PerformanceManagement #LeadershipTips #CareerSuccess