New Style Assessment Interview


Why assess differently?

Assessing according to the annual interview cycle (planning, performance and assessment interview) takes a lot of time. From research shows that managers are doing a year on average 210 hours. And as an entrepreneur you're already busy enough. That must be possible differently?

Accenture stopped in 2015 as one of the first large companies to hold annual appraisal interviews and smaller companies are also looking for new ways to assess employees. An example and some useful tips.

Employees judge each other

A Supervisor - Mr. X - is building a self-managing organization with his company XYZ. He now has 100 employees, whom he would rather call colleagues. And those colleagues judge each other. In a blog on Sprout, he writes: "Stop the traditional hierarchy-based rating system."

With his new system of assessment, Mr. X focuses less on the moment and the individual. "It's about team performance. It's more important and logical to judge what someone contributes to achieving the team's goals. That's why it was decided to keep the assessment within the teams and let people judge each other."

He calls his new system of assessment the 'feedback loop'. Colleagues who function at the same level give each other feedback about their contribution to the team goal.

"We have researched how to give and receive the best feedback. A conversation with a colleague gives more room to say what you really think of it. We also express what goes well and what we value from each other, which you don't usually do on a daily basis. I have great faith in this approach. I'm counting on the fact that giving feedback gradually becomes second nature and I expect that this will make the culture more open. "

No more 'conviction interviews'

More and more companies, just like XYZ, need new ways of assessing. An expert wrote a book about it: The New Review. "The traditional form of assessment no longer fits in with this time," he says.

"Employees no longer want conviction interviews, in which you only hear what went wrong." he also advocates giving employees more responsibility in the assessment system. "Let them think about their own development. When determining the goals you can ask them what contribution they think they will make in the coming assessment period." You can do that, for example, in a planning meeting at the start of a year.

Assessment by customers

You can also have your employees assessed by your customers. By customers? Yes. If your employee is in frequent and direct contact with certain customers, it makes perfect sense to ask the customer for feedback, also specifically about your employee's performance. You can make a better assessment based on that.

As a supervisor, it's very difficult to assess employees that you don't see much. Yet that often happens. So it's smarter to let others think along with you. For example, use the proven method of 360 degree feedback . Do you want to completely relinquish assessment? Then you can also choose to appoint managers or team leaders who do this for the employees within their team.

More frequent and faster feedback

In his book The New Assessment, he also argues for more assessment moments. Now it's true that employees are only allowed and allowed to give feedback mid-year during a performance appraisal interview. The assessment will follow at the end of the year.

"A continuous dialogue is better. Not once a year that obligatory ritual work, but short powerful conversations in which you look ahead. It's of course very strange that after six months or a year an employee is told that something isn't going well. you often have short conversations about someone's role, he can improve faster. "

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