The first quarter of the year is the period for conducting summary and evaluation conversations. Our training participants often ask us what to do to make the annual review go well? Here are some methods we have tested:
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Sit next to the employee, not on the other side of the desk.
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Emphasize that right now you can talk calmly – you have plenty of time for this conversation.
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Avoid statements that emphasize your superior position.
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Praise the employee’s achievements.
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If you must criticize, criticize work results and specific employee behaviors, not the employee themselves.
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Give the employee time to speak (silence technique), encourage them to talk, even if it involves silently waiting for their response (it may be difficult for them, but don’t try to answer their questions yourself).
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Try to ensure the conversation isn’t interrupted (phone, email, people entering).
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When discussing difficulties, encourage the employee to propose solutions – sometimes the employee can find a better solution than you.
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Before presenting your assessment to the employee, get them to evaluate themselves first – as a result, employees often talk about their own weaknesses themselves.
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Ask questions that focus on finding solutions, e.g., “What can we do so that your organizational skills are at the same level as your other strengths?”
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Remember throughout that the goal of the conversation is to help the employee develop.
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Avoid the formalized form of subordinate-superior during the conversation. The evaluation conversation cannot be a judgment over employees.
Author: Krzysztof Dudek
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Frequently Asked Questions
How long should an annual review conversation typically last?
An effective annual review conversation should last between 45 minutes and one hour. This gives both parties enough time to discuss achievements, challenges, and development goals without feeling rushed, while also keeping the discussion focused and productive.
What should a manager do if an employee becomes emotional during the review?
The manager should remain calm, show empathy, and give the employee time to compose themselves. Acknowledging feelings is important — a brief pause, offering water, or simply saying “I understand this is important to you” can help diffuse tension and allow the conversation to continue constructively.
Is it better to conduct annual reviews in a formal meeting room or a more casual setting?
A more relaxed, neutral setting often produces better results. Choosing a quiet space away from the typical office environment, such as a comfortable meeting room or even a coffee area, can reduce the power dynamic and help the employee feel more at ease during the conversation.
How can managers encourage honest self-assessment from employees?
Managers can encourage honest self-assessment by asking open-ended questions, sharing their own reflections first to model vulnerability, and creating a non-judgmental atmosphere. Framing the discussion around growth rather than evaluation helps employees feel safe enough to honestly discuss both strengths and areas for improvement.