The annual performance review is a key moment in human resources management. It provides an opportunity to take stock of the past year, set objectives for the coming year, and strengthen communication between employer and employee. To make a success of this exercise, it's essential to have a well-structured annual interview grid. But what is an annual appraisal grid, and how can it be drawn up effectively? Here's a non-exhaustive guide to help you.

What is an annual maintenance chart?

The annual performance review grid is a structured tool that serves as a support during the interview between manager and employee. It allows you to follow a common thread throughout the discussion, ensuring that all the important points are covered. It generally includes sections on the employee's performance, skills, objectives, career aspirations, and the training needed to achieve these objectives.

A well-designed appraisal grid helps to standardize the appraisal process throughout the company, while offering the flexibility needed to adapt to the specific needs of each position and each employee. It's an invaluable tool for structuring appraisals and fostering constructive exchange.

The method to follow 

1. Creation stages

There are several steps to creating an annual performance review grid:

• Define the objectives of the interview: before creating the grid, it's important to define the objectives of the annual interview. Do you mainly want to assess performance, set objectives, or identify training needs? These objectives will guide the structure of your grid.
  
  
• Structuring the grid: divide your grid into logical sections, such as: evaluation of past performance, future objectives, skills to be developed, career aspirations, and employee feedback.
  
  
• Write the questions: for each section, prepare clear, precise questions that will help achieve the interview objectives. For example, to assess performance, you might ask: "What have been your main achievements this year?".
  
  
• Validate the grid with stakeholders: before using it, have it validated by the HR managers and managers concerned. This ensures that the grid is complete and adapted to the company's needs.

2. Customize each grid

Every job and every employee is unique, so it's essential to tailor the annual performance review grid to each person's specific needs. Here are a few ways to personalize your grid:

• Adapt evaluation criteria: a salesperson will not be evaluated on the same criteria as a web developer. Make sure that the grid reflects the specificities of the position.
• Take individual goals into account: if an employee has specific goals for personal or professional development, integrate them into the grid.
• Add customized sections: for certain positions, it may be useful to add specific sections, for example on project management, innovation or customer relations.

3. How to use an interview grid 

Once the grid has been developed, it's important to know how to use it effectively during the different phases of the interview.

Preparing for the interview

Preparation is a crucial step. The manager must reread the grid, reflect on the employee's possible answers and prepare concrete examples to illustrate his assessments. The employee, for his part, must also prepare for the interview by reflecting on his achievements, difficulties and expectations for the coming year.

The interview process

The interview should take place in a climate of trust and mutual respect. The annual performance review grid should be used as a guide, without making the discussion rigid. Leave room for exchange, listen attentively to the employee, and adapt to his or her responses.

Each section of the grid should be addressed, but don't hesitate to go into greater depth on certain points if necessary. The aim is to draw up a complete balance sheet and set clear, achievable objectives for the following year.

Post-interview follow-up

Follow-up is often overlooked, but it is essential to ensure that the decisions taken at the meeting are implemented. After the meeting, the manager must :

• Take minutes: summarize the points discussed and decisions made.
• Schedule follow-up meetings: set up regular appointments to review progress towards your objectives.
• Training and development: if training needs have been identified, put in place an action plan to meet them.

In conclusion, a well-crafted annual performance review grid is a powerful tool for structuring and enriching the dialogue between manager and employee. By following the steps involved in creating and personalizing the grid, and by using it effectively, you can transform the annual performance review into a real lever for motivation and ongoing development for your teams.

And to take things a step further, NUMA has specially designed a resource kit to help managers prepare for and conduct annual appraisal interviews as calmly as possible.

‍