Annual Interviews
As a structured and trusting individual meeting between the day-to-day manager and the employee, the annual interview is intended to provide an opportunity outside the daily work routine to work out development perspectives, to strengthen the working relationship and to actively and jointly shape cooperation together. It encourages a culture of openness, mutual respect and appreciation to develop. The annual interview should not be confused with the performance appraisal for administrative staff in the public sector.
The primary objectives of the discussions are
- to support and develop the employee individually
- to clarify the employee's main areas of responsibility and goal orientation
- to clarify mutual expectations; feedback on past and present work practices
- to communicate the strategic orientation of the organisation and the associated objectives, values and requirements
- to improve cooperation and communication
- to increase the employee's job satisfaction and motivation.
Guidelines
The following guidelines should be taken into account when conducting the annual interviews:
Equal. The annual interview should take place on an equal footing and lead to a jointly developed outcome.
Structured. The interview should be prepared by both the manager and the employee. Various tools are available for this. The objectives established should be documented in writing.
Open and trusting. Both the employee and the manager share their perspectives on the working situation and the developments they have in mind, give feedback and take it on board.
Binding. The interview should be held regularly and at least once a year between the employee and the day-to-day manager. The (development) agreements reached are addressed and followed-up in subsequent discussions.
At TU Dresden, a wide range of tools are available both for supervisors and for employees that support the organisation of the annual interviews. In addition to preparation forms and a guideline, a checklist for the organisation of the interviews and a protocol for the documentation of the main results of the discussion have been drafted:
Should you have any questions regarding the preparation and conduct of annual interviews or the work tools provided, or should you find yourself in a particularly challenging situation, the Personnel Development team is happy to answer your questions by phone at +49 (0) 351 463-32040 during the office hours on Thursdays from 10-11 am.
Annual interviews may give rise to situations or challenges that you may wish to address with additional help. The TU Dresden's consulting map will help you to find the right contact person for your needs. In cases of conflict, there are also conflict mediators available who can be consulted at any time and who also act as moderators between the discussion partners.
At the Centre for Continuing Education, you can take part in a training course for managers, which not only introduces you to the concrete application of the working tools, but also trains your communication and conversation skills for the annual interviews.
Should you have any questions about this offer or would like to register for the training, please contact Mrs. Nicole Rose at +49 (0) 351 463-33027 or nicole.rose@tu-dresden.de, who is also responsible for the programme Leading successfully at TU Dresden.
Further information can be found here in our FAQ section:
According to § 5 TV-L, every employee is entitled to an annual feedback discussion at least once a year. Consequently, all supervisors are obliged to offer each employee an annual feedback discussion. If the employee does not wish for the interview to take place, there will be no repercussions.
The annual feedback discussions are offered to employees by their supervisors. Supervisors are obliged to offer a feedback discussion. However, employees may reject the feedback discussion without this resulting in any repercussions for them. The annual feedback discussion offers them the opportunity to actively participate in shaping their own work situation as well as to discuss their own professional development. In addition, it can help to improve communication and cooperation between employees and their supervisors.
The annual feedback discussion should positively compliment daily conversations, mutual appreciation and friendly contact with one another. Both participants specifically make time for the feedback discussion and prepare themselves for it. This differs considerably from a typical "conversation in passing", which is often of rather superficial nature. The structured approach makes it easier for those involved to discuss personal and professional development and, if necessary, to address difficult topics. Communication can thus be improved. This has a direct influence on work processes and the working atmosphere.
It is recommended to plan 1-1.5 hours for each feedback discussion. Depending on the participants' needs, the feedback round can be either longer or shorter. The reservation of a room should, in any case, be scheduled for approx. 1.5 hours in order to be able to rule out any potential disturbances during a longer conversation. If there is a need for further discussions, it is possible to arrange a follow-up appointment within the following two weeks.
In theory, supervisors should offer feedback discussions. Every employee, however, is entitled to an annual feedback discussion and may therefore actively approach the supervisor and express their wish for a discussion if the supervisor does not approach them first.
In this case, it is a good idea to address the immediate supervisor first. This may not have been done intentionally and a meeting can be arranged with about two weeks' notice. Should the request not have been successful and no date for a discussion offered, you can inform executive manager in a higher position or talk to the mediators (Konfliklotsen) of TU Dresden, who will then help you to find a suitable solution.
The annual feedback discussion is carried out by the supervisor who works the closest with the employee and is best able to assess him or her. The immediate supervisor can therefore appoint a more suitable person, i.e. a deputy, to carry out the feedback discussion. This is usually the case if the supervisor is responsible for more than ten employees. When selecting and appointing a deputy, the delegating manager must clearly communicate in advance who is speaking to whom and within what framework the deputy may work.
The next annual feedback discussion is a good opportunity to address a situation that is currently affecting you, and to look for solutions together. This opportunity should always be used to improve the working relationship for both parties in the future. Nevertheless, the annual feedback discussion is voluntary for employees, and participation in the annual feedback discussion can be declined without consequences.
Supervisors. Conducting annual feedback discussions is a task which supervisors have to fulfil within the framework of their managerial function. Therefore, it can generally be expected that the supervisor conducts the interview without the presence of a third party. However, in some situations it can be useful, e.g. in the case of the supervisor wanting to receive independent feedback (e.g. from a coach). In any case, the agreement to involve third parties should be reached before the annual discussion.
Employees. In principle, the annual feedback discussion is a private discussion between the supervisor and the employee. If, however, it is necessary from the employee's point of view or if the wish is expressed to do so, an additional person can be called in. However, this is an exception and should be discussed with the supervisor beforehand. If this is rejected in advance by the supervisor, a mediator can be called in for clarification.
No distinction is made between temporary and permanent employees. All TU Dresden employees are offered an annual feedback discussion by the supervisor. In the case of fixed-term contracts of less than one year, the annual interview can be conducted as a perspective interview in which the possibilities of continued employment are discussed.
There should be at least two weeks between making the appointment and carrying out the discussion so that those involved in the interview have sufficient time to prepare with written notes. The content depends primarily on the wishes and needs of the participants. The questions in the respective preparation form provide orientation and suggestions. In principle, all topics (e.g. the compatibility of work and family/private life as well as health issues such as stress or too high/low workloads) can be discussed in the annual feedback discussion.
In the interest of TU Dresden and its employees, it is desirable to exploit individual potential, while identifying and implementing opportunities for development. It is, however, necessary to ensure that wishes and ideas are appropriate and feasible.
Depending on the work context and work environment, as well as on personal qualifications and one's own potential, the implementation of specific wishes is not always possible / not possible at any time. Furthermore, development and change do not automatically mean job changes. Often, there are sufficient possibilities within the current working environment to develop and extend one's own abilities. The considerations should therefore not only be limited to further education and training offers. Those involved in the discussion are welcome to be creative and discuss further development opportunities.
The prerequisite for good annual feedback discussions is that they are conducted openly and honestly. Both participants should try to understand the other person’s point of view, be open to suggestions and constructive criticism and make sure the interview is solution-oriented. It is also important to address things that have gone well in the past. Furthermore, good preparation can increase the success of annual feedback discussions. To this end, preparation forms are provided as working materials for supervisors and employees on the Personnel Development website. For supervisors, the workshop "Programm für Führungskräfte: Das Jahresgespräch" [Programme for Supervisors: Annual feedback discussions] is also offered by the Centre for Continuing Education (see Continuing Education Catalogue, only available in German).
TU Dresden has developed working materials for employees and supervisors that can be used as support before and during the annual feedback discussions. Using these working materials is voluntary; however their parallel structure ensures that employees and supervisors give consideration to the same topics. The work aids provided can also be extended or changed. An annual feedback discussion can only be successful if both sides are well prepared. Therefore, both parties should take the time for intensive preparation so that they can actively participate in the discussion.
If it turns out before or during the annual feedback discussions that they are overshadowed by conflicts or other problems, the meeting should be ended as a precaution. In this case, solutions must be sought and a new appointment for the feedback discussion shall be arranged for a later point in time. In addition, mediators can be consulted who then advise, support, or mediate between the parties involved.
It is not mandatory to document the annual feedback discussions. However, it is advisable to briefly note the topics discussed and agreements made. This way, it can be followed up at the next annual feedback discussion. Agreed upon goals and development measures can be recorded by the participants using the “future planning” sheet provided.
Matters recorded using the “future planning” sheet could range from work tasks, work organisation, leadership, cooperation to change and development perspectives. It is important to ensure that the objectives are SMART (specific, measurable, accepted, realistic and timed) and that the family or other influencing factors and burdens are taken into account. The signature of both parties should once again confirm the discussed topics and future planning as well as the commitment. The document serves both sides as a basis for further cooperation and as orientation for future annual feedback discussions.
If there are differences of opinion about the content to be included in the future plan, the supervisor is responsible for the content. The employee can write down on a separate sheet for which reasons or regarding which aspects the transcript is not applicable from his/her point of view.
The prerequisite for confidentiality is that the parties act responsibly and keep absolute secrecy about the content of the conversation. Deviations from the confidential treatment of the contents discussed are only permissible by mutual agreement (e.g. if the agreement of a third party is necessary for a further training measure). The “future planning” sheet remains exclusively with the parties involved. They are responsible for ensuring that it is kept confidential (inaccessible to third parties), ideally in a lockable cupboard or drawer in the office. Agreements or other written results are not included in the personnel file and are not stored electronically.
The supervisor is obliged to keep the future plan until the next annual feedback discussion and then – as soon as a new future plan has been agreed upon – to destroy the previous documents. If there is no further feedback discussion, the documents must be destroyed after 18 months at the latest. The employee has the right to keep his/her own documents permanently.
No. However, the documents can, at the employee’s volition, be made available to the new supervisor after consultation with the previous supervisor.
The purpose of the annual interview is to shape the cooperation between supervisor and employee in a meaningful and positive way for both sides. The desired effects are therefore not only optimised work processes and an improved working atmosphere but also making use of the employee’s strengths. There are no consequences under personnel law resulting from an annual feedback discussion. No legally relevant facts or documents emerge from this, and it is also not included in the personnel file. Thus, contents cannot be used for references or other evaluations.
No, annual feedback discussions have no influence on individual career opportunities. However, they offer the opportunity to discuss career perspectives and development opportunities and to jointly derive implications for action.
The annual feedback discussions serve to improve job satisfaction and motivation. Both depend on a number of factors, such as promotion and development opportunities and many other non-monetary factors. In some areas of work, it is difficult to provide opportunities for promotion or further training. In these cases, future agreements can be made e.g. on working conditions, tasks or work distribution, communication or feedback, in order to make work more satisfactory. This can be achieved by job enrichment (extending the scope of work to a higher requirement level) and job enlargement (extending activities to the same requirement level) as well as by assigning a project management function or by substitution solutions. In addition, further training in IT skills, time and stress management or communication seminars could be provided, which may also increase motivation.
Responsibility for the results of the feedback discussions and their implementation lies with both parties. A high degree of openness and honesty is required when agreeing upon individual measures. The framework conditions under which the measures are agreed upon must be included, discussed and, if necessary, recorded in writing. Since everything is mutually agreed upon by both parties, it can be assumed that the agreements will be adhered to. In the case of agreements linked to the availability of financial resources, it should be checked in advance whether these resources are available. Irrespective of this, a follow-up meeting should be held in the event of non-compliance with agreements. In the follow-up meeting, reasons should be clarified and agreements should be adjusted or newly concluded if necessary. In addition, a mediator can be called in for the follow-up meeting to mediate between the parties involved in the feedback discussion.
The future plan decided upon in the annual feedback discussion is fundamentally bound to the signatories and their functions. In the event of personnel changes (e.g. change of supervisor, change of job or termination of employment), the records are destroyed after consultation. In the event of a change of supervisor, each employee is free to decide whether or not to make the documents from the previous year available to the new supervisor. In some cases, it may be useful to pass on the documents in order to include the topics of the previous year in the discussion.