An international air filter manufacturer with 3,500 employees wanted to become more attractive to new and existing employees by improving the culture for employee appraisals. In this project, the current HR interim manager took over the project management as HR manager. The objectives of the project also included giving employees regular and standardized feedback and concluding target agreements. The project included feedback meetings during the probationary period and extended from the annual target agreement meeting to the exit interview.
Introduction of feedback meetings during the probationary period
The employer had decided to make better use of the employees' probationary period to review their personal and professional requirements. To this end, the HR manager introduced two appraisal interviews during the first 6 months. Among other things, the measures that seemed best suited to a successful induction were agreed in these meetings. This approach quickly proved to be a win-win situation for both parties. As a result of these discussions, an induction plan for the first 2 to 4 weeks of new employees was soon drawn up.
Standardization of annual target and development meetings
In addition, the annual performance review process was standardized. This discussion between the employee and their line manager takes place annually and follows the following structure:
- The line manager and employee establish a common understanding of the employee's previous and current tasks as the basis for the discussion. This is followed by an assessment of the cooperation between employee and supervisor over the past year.
- What are the ideas on professional development from the supervisor's and employee's point of view? Both parties clarify their views on future tasks, roles and further development of the employee.
- The target and qualification profile of the position is then discussed. The employee first gives a self-assessment. The line manager provides a qualified assessment of their impressions.
- A development plan is then drawn up for the employee to promote their strengths and develop skills for specific tasks.
Introduction of exit interviews
An exit interview is a powerful tool for gaining a better understanding of why employees leave the company. Specifically, what they did and did not value during their employment.
Having an effective exit interview process in place allows the employer to learn from past employee terminations. The results from exit interviews should be used to minimize employee turnover (or turnover costs), increase productivity and employee engagement and satisfaction. In addition, exit interviews make it possible to query the employee's knowledge and experience for a successor or for the rest of the team with regard to ongoing projects, tasks and contacts and to retain these for the company.
With the project, the HR manager succeeded in significantly developing the employee interview as a strong tool for HR work. In the interests of the company and the employees. To increase acceptance among employees and allay any fears, all employees were extensively informed about the process. The works council was part of the project group from the outset, which also included other employee and employer representatives. Thanks to his expertise and experience in this area, the HR manager was able to provide positive support for the implementation and cooperated with the functional managers on an equal footing.
