We need to talk!
It happens every year. In the midst of the Christmas rush, you still have to sit through your performance review, since these take place toward the end of the year in almost every company. Managers and employees usually hate it in equal measure. With the right preparation, however, performance reviews don’t have to be stressful. Just like Christmas, for that matter. By Walter Noser, consultant and editor at the Beobachter Advisory Center.
Even if it is taught in every management course and written in every manual for supervisors: It is not true that the qualification interview forms the basis for open communication between employees and supervisors and contributes to a trusting working atmosphere. The reverse is true: open and informal communication and a trusting atmosphere are the foundation for constructive performance reviews. Without a positive working climate throughout the year, the appraisal interview becomes as stiff as Christmas at the home of disagreeable in-laws with whom one has hardly any contact during twelve months.
But how do you create a working atmosphere in which employees feel comfortable and perform well? Not by the boss acting like a buddy. That comes across as chumming up. A good supervisor does not deny the hierarchy gap and is always aware that he or she is in the driver's seat - this way, he or she does not run the risk of using the lever unnecessarily and unjustifiably. In addition, anyone who does not only thank employees for their performance at company events, does not only inquire about the employee's well-being after the vacations and shows empathy, makes a human contribution to a climate in which it is possible to talk openly. But it takes more than that:
"Nothing motivates your employees more than sincere praise," writes communications consultant Patrick Rohr in his book "So meistern Sie jedes Gespräch" (How to master every conversation). Christoph Blocher sees things differently. He said when he was still a Federal Councillor that he wasn't paid to praise, but to criticize.You can have that opinion, Patrick Rohr doesn't share it: "I'm convinced that every employee always needs feedback to know that they're on the right track." Because everyone needs recognition, feedback is always needed - the quicker, the better. "That way, the employee knows what's bad about their work or why it's good," Rohr says. As in soccer, any criticism or feedback should always be aimed at the ball, not the man. In other words: It is not the other person's personality that should be criticized, but his or her behavior. Moreover, all people are more willing to perform if they are shown appreciation.
The appraisal interview is a time to take stock: What went well, what went badly? What got better thanks to positive feedback, and what got worse despite warnings? Where is there potential? Where do the boss and the employee want to be in a year's time? It is important to record the answers in writing. Minutes of appraisal interviews are the basis for promotions, references and, in the worst case, dismissals.
Do you need legal advice?
The Beobachter Consulting Center offers you and your employees expert telephone consulting on legal issues concerning your company - 6 months for only Fr. 99.-. Order the consulting package for SMEs at www.beobachter.ch/kmu or 0800 83 0800.
Book tip
How to master every conversation. Arguing courageously and confidently - at work and in your private life
Communication professional Patrick Rohr shows you how to conduct conversations with confidence. Learn how to argue convincingly and hold your own in any discussion. 240 pages, Fr. 45.-, 2nd edition, 2010 ISBN 978-3-85569-437-2, Beobachter-Buchverlag.













