Preparation
A successful performance review will depend on preparation by both the employee and the leader.
Set aside time
The conversation should be scheduled well in advance and last 1-2 hours. The leader is responsible for setting up the meeting. If applicable, attach the form to the meeting invitation.
Location
Choose the location carefully. Find a room that is free from interruptions and contributes to a pleasant and relaxed atmosphere.
Execution
The framework for the employee development conversation is UiA's form for the performance review. – this determines the scope of what you can address during the meeting. Remember that there is no single correct way to conduct a performance review, the most important aspect is the conversation itself.
At the start
Explain the structure and content – be specific about this! Ask the employee if there are any specific topics that are important, and make sure you have time to address these.
During the interview
- The leader writes the notes from the conversation. Do not write issues that are personal or private.
- Be realistic about professional and personal development.
- The employee development conversation should not contain surprises or unexpected feedback.
- Be personal, but not private.
- Align what you say with what you do.
- This is the employee’s conversation. Build trust and openness. Listen to the employee – what is important to them?
At the end
Ensure the conversation concludes with a clear action plan. Both parties share responsibility for ensuring that these follow-ups are carried out.
Follow-up
For the employee development conversation to be an effective tool, the agreed goals and actions must be followed up.
Both keep a copy of the notes from the conversation. The notes are to be archived in Public 360.
For your own learning
Once the meeting is over, you can evaluate the conversation by asking yourself the following questions:
- Did the interview have a good start and a good ending? Was the atmosphere positive?
- Who led the conversation, and how was the speaking time distributed?
- Did we follow the form, or was there a good balance of spontaneity?
- Did I listen actively?
- Did we reach conclusions on all topics discussed?
- Were there any signs of conflict, and if so, how was this handled?
- Were the goals and actions formulated clearly enough?
- Did I say what I wanted to say in a way that was understood?
- Did I understand the employee’s thoughts about the interview?