70% of employees consider annual maintenance to be a waste of time (Deloitte 2017). 41% dread it (Javelo x OpinionWay 2022). However, this appointment concerns 60% of French employees.
The problem is not the maintenance itself. That is the way it is conducted. Our objective in this article: to make it a real tool for skills development.
What is the annual assessment interview?
The annual interview is a formal exchange between an employee and his manager. It takes stock of the past year and defines future goals.
This evaluation interview focuses on three areas: the results obtained, the skills mobilized and the prospects for development. It is a HR management tool, not a universal legal requirement.
Annual interview vs professional interview: what are the differences?
These two interviews are often confused. However, they serve different purposes and follow different rules.
Is annual maintenance mandatory? What the law says
The Labor Code does not require an annual assessment interview. The employer remains free to establish it in his organization or not.
Three exceptions make this maintenance mandatory: a collective agreement that provides for it (Syntec, bank, insurance), a company agreement, or a fixed day agreement (art. L.3121-65).
The employer's obligations before and during the interview
As soon as an evaluation system is put in place, rules apply. The employer must consult the CSE and inform employees of the methods used (art. L.1222-3).
All employees must benefit from the interview without discrimination. The evaluation criteria remain relevant and objective. The interview cannot be used as a pretext for a disguised sanction.
Why 70% of employees consider annual maintenance a waste of time
The observation is severe but revealing. Three major pitfalls explain this widespread negative perception.
Organizational and individual under-investment
Many companies lack resources: inadequate tools, untrained managers, unprotected time. The interview becomes an administrative constraint rather than a special moment.
Mistrust of hierarchy and fear of feedback create a limited appetite for exercise. Trust is eroded, meaning disappears.
The “all-you-can-eat buffet” effect: wanting to treat everything in one hour
Performance, remuneration, career, training, working conditions... Too many topics accumulate in a short time. The result: a superficial and disappointing experience.
The solution: prioritize one or two essential topics. The other topics are dealt with at regular meetings throughout the year.
The lack of continuous feedback
When the annual interview focuses on all performance issues, it becomes anxiety-provoking. In one hour, the employee discovers what his manager has been thinking about him for the past twelve months.
Developing the “feedback muscle” on a daily basis relieves this tension. The annual interview then regains its function: to take stock and plan.
How do you prepare for an effective annual interview?
Cognitive science identify three levers to transform the interview into a tool for progress. Before, during and after: every step counts.
Before the interview: get out of the passivity of employees
A passive employee is more likely to see the interview as a diagnosis and to adopt a defensive posture that is not conducive to progress. Preparation is a game changer.
Give a clear objective : the interview aims to identify together the year's learning and development paths. It is not a judgment.
Explain what needs to be prepared : successes, difficulties encountered, lessons learned, areas of exploration for the coming year.
Avoid cognitive biases : the recency bias leads to mention only recent projects. The similarity bias makes you forget about varied experiences. Requesting written preparation for the whole year rectifies these distortions.
Cultivating a growth mindset : psychologist Carol Dweck (Stanford) distinguishes between two states of mind. The “fixed mindset” sees competencies as fixed. The “growth mindset” sees them as developable. This second posture promotes commitment and progress.
During the interview: turning feedback into a learning tool
Engaging the employee actively : let him analyze his own strategies before giving your feedback. Zoom out the results to focus on the methods used.
Formulate constructive feedback : start with observed efforts and successes. Focus on the facts, not the person. Propose concrete improvement strategies.
Create an action plan : use the SMART method to define goals. Complete with the WOOP method to maximize the chances of taking action.
The WOOP method: setting goals that your employees will really achieve
Psychologist Gabriele Oettingen (NYU) has demonstrated a counterintuitive reality. Positive thinking alone doesn't work. Worse: it produces a “sedative” effect that reduces the motivation to act.
His WOOP method, the result of 20 years of research, combines positive visualization and the expectation of obstacles. Studies show that it doubles the effectiveness in achieving goals.
Annual maintenance framework: best practices for structuring the exchange
Rather than a rigid template, here are the principles for building a framework adapted to your context.
Start with the positive : the successes and efforts observed create a constructive climate. The employee feels recognized before addressing areas for improvement.
Ask open-ended questions : “How did you experience this project?” rather than “This project went well, didn't it?” Allow employees to express themselves at least 50% of the time.
Focus on strategies : beyond the results, analyze the methods used. What worked? What could be improved?
Looking to the future : define the objectives and the action plan together. The interview looks forward, not just in the rearview mirror.
After the interview: ensure follow-up and skills development
The classic mistake: considering the interview as an end point. “It's over, see you next year.” This posture negates any potential benefit.
The self-regulation model: the key to career progression
Researcher Barry Zimmerman (2002) describes learning as a three-phase cycle. Set goals and determine strategies. Use these strategies and monitor progress. Take stock and adapt your approaches.
The annual maintenance corresponds to the third phase. It relaunches the cycle for a new year of progress. Without follow-up, the cycle stops.
Determine a training plan aligned with the objectives
The areas for improvement identified during the interview must be translated into concrete actions. A personalized training plan meets this need.
One Adaptive LMS adjusts the courses to the level and needs of each learner. Educational AI recommends relevant content and measures real progress.
The AI assistant: an ally to extend the impact of the annual interview
Post-interview follow-up is a practical challenge. Managers lack the time to support each employee on a daily basis.
An AI assistant fills that void. It recommends training courses according to the objectives set. It allows training in real situations. It offers a contact person who is available to take stock regularly.
AI does not replace the manager. It extends its action between two interviews and guarantees continuous monitoring of skills development.
Conclusion
Annual maintenance is not condemned to remain a dreaded and sterile ritual. Research offers the keys to transform it into a real lever for progress.
Three principles guide this transformation: getting employees out of passivity through structured preparation, using the WOOP method to set achievable goals, and ensuring continuous monitoring with the right tools.
The challenge goes beyond simple maintenance. The aim is to create a culture of continuous progress where each employee becomes an actor in their development.
FAQ: your questions about the annual interview
Can an employee refuse to participate in his annual interview?
No, if the employee has been informed of the evaluation methods used. The refusal may constitute professional misconduct justifying a disciplinary sanction.
Does the employee have to sign the annual interview report?
Signature is not mandatory. Refusal to sign does not invalidate the interview. However, it reduces its evidentiary value in the event of subsequent litigation.
When should annual interviews be organized?
No period is imposed by law. Consistency with the operational calendar comes first. Most businesses choose the end or start of the calendar year.
Can the annual interview justify a dismissal?
Not directly. A negative assessment can be one element among others in a dismissal file for professional inadequacy. It is never enough on its own.
Make an appointment directly with our eLearning experts for a demo or simply more information.
