The Employee Review Meeting and the Annual Appraisal (S-ML0092)

How long does the training course last?

7,00 hours(s)

1 day

In which language(s) is the training course taught?

When will the next session take place?

Who is organising this training course?

Le Luxembourg Lifelong Learning Centre (LLLC), le centre de formation continue de la Chambre des salariés, dispose d'une large gamme de formations continues qui s’adressent à tout un chacun. Son offre de formation a pour objet de doter les apprenants pour autant que possible du savoir-faire approprié pour maîtriser un environnement de travail, des processus et des technologies, voire des aptitudes sociales, en constante évolution, et ce pour sécuriser au maximum leurs parcours professionnels. Le LLLC propose une panoplie importante de formations: des cours du soir; des séminaires, qui peuvent être adaptés sur mesure selon les besoins des entreprises; des formations universitaires; des formations spécialisées; des formations pour seniors; des certifications professionnelles.

Who is the training course aimed at?

Managers with line management responsibility, team leaders, executives of small and medium-sized enterprises as well as human resources managers and officers.

What are the aims or the skills being targeted?

Turn the annual review meeting from an administrative exercise into an instrument of leadership and retention.
Prepare the review meeting on the basis of documented observations rather than recent impressions.
Formulate objectives that are verifiable and that the employee can genuinely influence.
Handle difficult conversations: disagreement, disappointment, refusal or silence.

What does the training course cover?

Why so many review meetings have no effect
- an appraisal ritual or a management instrument: two opposing logics;
- the classic biases: halo effect, recency, leniency, comparison between employees;
- what the employee actually remembers from the meeting;
- the link between a poorly conducted review meeting and disengagement in the months that follow.
Preparation, where everything is decided
- collecting observations throughout the year instead of reconstructing memories;
- making meaningful use of the employee’s self-assessment;
- setting, duration, location and guideline: creating the conditions for a useful exchange;
- preparing the two or three messages that absolutely have to be delivered.
Conducting the review meeting
- the structure: review, recognition, development, outlook;
- giving feedback according to clear rules: describing rather than interpreting;
- receiving disagreement and disappointment without giving in or becoming defensive;
- addressing underperformance without damaging the working relationship.
Objectives that hold throughout the year
- formulating objectives that are verifiable, within the employee’s control and accepted;
- agreeing on development measures and ensuring they are followed up;
- replacing the strictly annual rhythm with short interim reviews;
- connecting the review meeting, skills development and retention.