[et_pb_section fb_built=”1″ _builder_version=”4.16″ custom_padding=”0px|0px|0px|0px” locked=”off” global_colors_info=”{}”][et_pb_row _builder_version=”4.16″ custom_margin=”|auto|-6px|auto||” custom_padding=”0px|||||” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.27.0″ custom_padding=”||3px|||” global_colors_info=”{}”]<\/p>\n
Individual annual interviews are often perceived as inefficient and a source of stress for employees. Yet they play a crucial role in the professional development, motivation and performance of teams. To transform these moments into real growth drivers, it’s time to innovate and rethink traditional approaches. In this article, discover 3 ideas to innovate around interviews and performance that address these issues.<\/span><\/p>\n It’s hard to have a successful annual performance review when surveys show that employees feel it’s ineffective. The cause: processes and formats that are not always modern, management that is reluctant to review their methods and a lack of communication. The temptation is strong to replace one tool with another when a process malfunctions. Among the pitfalls regularly encountered are the lack of fluidity in the format of annual appraisal interviews, and unsuitable skills matrices. This creates frustration for both employees and their managers who are supposed to support them.<\/p>\n According to Javelo, the HR platform for performance management and talent management, a majority of employees (58%) consider the annual appraisal interview to be an expected and appreciated moment. However, no less than 41% of respondents fear it. 48% of them even consider this appointment as a stress peak in the year. This is a time when major issues are at stake for their professional lives (work environment, salary, career development). Individual interviews have a motivating effect on teams, and are a reliable, structuring tool for your HR policy (assessment, career management, identification of potential, skills development plan, individual and collective performance monitoring, etc.). These approaches should be an agile and flexible tool, not a burden for managers.<\/p>\n Innovation in talent management is therefore key to giving meaning to the interview process and developing the perception of efficiency.<\/p>\n We invite you to discover 3 innovative ideas for managing individual interviews and boosting employee performance.<\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.27.0″ global_colors_info=”{}”]<\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.27.0″ global_colors_info=”{}”]<\/p>\n Studies are unanimous: we need <\/span>need recognition<\/strong> and a lot of that comes in the form of <\/span>feedback<\/strong> we receive from the people around us. In France, in the professional world, 81% of the respondents say they need to know both what they are doing right and what they are doing wrong. 55% feel they lack recognition, 61% would like to receive more<\/span> <\/span>positive feedback<\/strong> and 48% more<\/span> <\/span>corrective feedback<\/strong> (MoreHuman Partners study).<\/span><\/p>\n According to a study published in Harvard Business Review, 72% of employees also believe their productivity would improve if their managers providedmore regular <\/span>feedback<\/strong>. Finally, less than half of employees say <\/span>receive regular feedback<\/strong>, according to a joint study by Suc<\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ custom_padding_last_edited=”on|desktop” admin_label=”Section – 3 Textes – Icones” module_class=”Fond_blanc” _builder_version=”4.25.1″ _module_preset=”default” background_color=”#FFFFFF” background_enable_image=”off” background_size=”initial” background_position=”bottom_right” z_index=”100″ custom_margin=”||||false|false” custom_padding=”2rem||||false|false” custom_padding_tablet=”1rem||0px||false|false” custom_padding_phone=”1rem||0px||false|false” collapsed=”off” global_colors_info=”{}”][et_pb_row column_structure=”1_3,1_3,1_3″ use_custom_gutter=”on” gutter_width=”2″ make_equal=”on” admin_label=”Key figures block” module_class=”LargeurBox ChiffresCles” _builder_version=”4.27.0″ _module_preset=”default” height_last_edited=”off|phone” custom_margin=”||||false|false” 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custom_padding=”||3px|||” global_colors_info=”{}”]<\/p>\n 360 feedback <\/strong>is anindividual assessment <\/strong>process that includes comments from all those involved with the employee being assessed, in order to establish a complete and accurate analysis of his or her professional profile. These stakeholders are line and functional managers, colleagues and subordinates. It can also include comments from direct or indirect stakeholders (customers, suppliers) as well as the employee’sown self-assessment <\/strong>.<\/p>\n The final objective is to define a tailor-made development plan for each assessed employee, identifying his or her strengths and areas for improvement. The most interesting idea is to get a complete picture of an employee’s performance. This is the main advantage of 360-degree feedback<\/strong>. This makes it possible to precisely identify an employee’s strengths and weaknesses, since his or her professional activity <\/strong>is assessed from many different angles (internal, external, horizontal, vertical, etc.).<\/p>\n By only asking managers to evaluate their team members, the results can be biased. Indeed, an employee generally does not behave the same way with his manager as with his peers. 360 feedback <\/strong>enables colleagues to evaluate each other and thus obtain an overall profile of the performance of a team or department.<\/em><\/p>\n The360 evaluation <\/strong>also enables teams to give their opinion on the way they are managed. Thanks to the results of the study, the team leader knows exactly how to optimize his management<\/strong>.<\/p>\n Starbucks, for example, has employees evaluate their entire team. The company is renowned for its performance management <\/strong>and attention to detail. As for appraisal interviews<\/strong> (which take place every six months), they are carried out at each site by the site’s general manager. To do this, it relies on both the employee’sself-assessment<\/strong> (based on the same model as his or her own evaluation grid<\/strong>), but also on 360-degree feedback<\/strong>, based on a series of criteria defined by the entire team, from managers to cashiers.<\/p>\n The aim is to foster team spirit: since everyone is committed to the individual performance of their colleagues, collective performance<\/strong> is ultimately improved. This works especially well in small teams, where speech can be released more easily, if everyone understands that it is the collective that is important…<\/p>\n [\/et_pb_text][et_pb_image src=”https:\/\/www.sqorus.com\/wp-content\/uploads\/2024\/08\/360-feedback-1.jpg” title_text=”360-feedback-1″ show_bottom_space=”off” force_fullwidth=”on” _builder_version=”4.27.0″ _module_preset=”default” background_enable_image=”off” custom_margin=”0px||0px||true|false” custom_margin_tablet=”0px||0px||true|true” custom_margin_phone=”0px||0px||true|true” custom_margin_last_edited=”on|tablet” custom_padding=”0px||50px||false|true” custom_padding_tablet=”||30px||false|true” custom_padding_phone=”||||false|true” custom_padding_last_edited=”on|phone” module_alignment_tablet=”center” module_alignment_phone=”center” module_alignment_last_edited=”on|tablet” global_colors_info=”{}”][\/et_pb_image][et_pb_text _builder_version=”4.27.0″ global_colors_info=”{}”]<\/p>\n In 2023, it is also essential to mention Artificial Intelligence (AI) technologies, thanks to which it is now possible to collect a multitude of comments, in order to identify mobility wishes for example.<\/p>\n At SQORUS, employees have the opportunity to <\/span>ask for feedback<\/strong> <\/span>to anyone in the company with whom they have worked (in-house project, customer assignment). By integrating feedback from a variety of stakeholders, such as managers, colleagues, etc., into the <\/span>management of individual interviews<\/strong>, companies can truly transform their <\/span>approach to performance appraisal<\/strong> <\/span>and promote theprofessional development<\/strong> <\/span>of their employees.<\/p>\n This method enables <\/span>individual performance assessment<\/strong> <\/span>more complete and precise definition of skills, offering clear prospects for <\/span>talent management<\/strong> <\/span>and the <\/span>human resources management<\/strong>.Idea #1: 360\u00b0 feedback to innovate the employee evaluation process<\/h2>\n
\nSince the end of 2022, SQORUS has also been practicing the <\/span>360 feedback<\/strong>, and every employee can <\/span>provide feedback<\/strong> <\/span>to his manager.
\nThis enables the manager to find out how he or she is perceived, and can also <\/span>improve performance<\/strong> <\/span>and those of the company. Sharing a perception with a superior is certainly an act that may seem courageous, but daring to take this step can raise awareness in the other person and improve the way you work with him or her.<\/p>\n
\nAssessments become more balanced, reflecting an overall picture of each employee’s strengths and areas for improvement.
\nThis approach also encourages transparency and communication within teams, fostering a climate conducive to collaboration and teamwork. <\/span>skills management<\/strong>.<\/p>\n