The annual individual performance review is an essential step in the year of an employee and their manager. It serves as both a progress check and a forward-looking discussion, encapsulating all the satisfactions, hopes, and of course, frustrations of the year.

Despite the usually structured and standardised approach with a predefined questionnaire between the employee and manager, the annual review can evoke various emotions that sometimes overshadow the quality of the conversation. Therefore, in many situations in our lives, being aware of our emotions can help defuse and facilitate the exchange. This does not mean ignoring emotions, but rather acknowledging them and giving them a peaceful place by reducing their intensity.

In order to achieve this, thorough and detailed preparation for the review is essential. When well- prepared, both the employee and manager can gain perspective and be more attentive to each other, not only to what is said but also to what is left unsaid. From both the manager's and the employee's perspectives, it is important to always keep in mind the dual timeframe of the annual review: reflecting on the past and looking ahead to the future. What do I want to highlight from the past year, and where do I want to go/lead the other person in the coming months and years? This helps organise the discussion and provide thoughtful feedback on the past year.

Once the period of annual reviews has passed, it can be beneficial to gather feedback from employees to refine future editions, understand what worked well, what was less effective, and consider areas for improvement. As this is a crucial moment in the employee's life, seeking their feedback also helps reinforce their engagement.

Laure Miché-Roche
Work Psychologist