Share your ambitions and don't point fingers

A successful performance or assessment interview depends on the preparation. Think about what you want to say and how. Keeping a conversation 'close to yourself', what is that actually? And what do you do with vague criticism?

Tekst Michiel van Nieuwstadt - Redactie Onderwijsblad - 4 december 2023 - 4 Minuten om te lezen

"Employers often regard the performance review as a requirement under the collective labor agreement." Image Nino Maissouradze

It doesn't matter what he calls them, but your manager is obliged to have them: periodic conversations about how things are going at work. Yet many schools avoid them. According to figures that the AOb collected, one in eight secondary school teachers never even discusses their performance with managers. The study is from 2008, but AObpolicy officer Marcel Koning does not think much has changed since then. “Employers often regard the performance review as a requirement under the collective labor agreement. On the other hand, employees often find it a bit nervous to be assessed by their employer.” Understandable, but no reason to avoid those conversations, says Koning. How do you handle that?

1. Have that conversation

AObSector director Anton Bodegraven advises educators to request a performance review if the employer does not schedule one himself. “Such a conversation offers opportunities. It is the time to talk about training, for example, or to express your annoyance with a manager. Performance reviews are expressly intended for two-way communication. The assessment interview is more often top-down.”

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Koning adds: “In a performance review you discuss the future and things you encounter in your work with your manager. An assessment interview with consequences for your salary, for example, is of a different order.”

Employers often regard the performance appraisal as a necessity

If an employer wants to have such a conversation with legal consequences, he must make this known in advance, and even then he may not surprise you. For example, withholding your periodic bill. According to the collective labor agreement for secondary education, an employer can only decide to do this if there have been two negative assessments beforehand. In primary education you are also entitled to this annual increment, unless the staff section of the participation council has explicitly agreed to different agreements about this.

2. Prepare yourself well

An open door, because the crux is how you do that. According to many collective labor agreements, employers are obliged to develop policy for a 'conversation cycle': periodic discussions about the performance of employees, now and in the future. That policy must be in writing, so request it or ask where you can find it.

Preparing well means that you know what you are going to say, and just as importantly: how you want to say it. “Imagine you are dealing with a manager who asks for input, but you have the feeling that nothing ever actually happens with your feedback. Then check with colleagues in advance whether what you notice is correct. And collect examples of situations that make it clear where the problem lies.”

An accusing finger is like a red rag to a bull

The trick is to keep such a conversation 'close to yourself', as Bodegraven calls it. You do this by choosing the right formulations. So it is better not to say: 'You are doing this and that wrong', because such an accusing finger is like a red rag to a bull for many people. Instead, say something like: 'I find it annoying that I have the feeling that not much is done with my feedback, even though I put a lot of time into it.'

Bodegraven: “You can even complete a personality test that provides insight into the character of your manager, if you don't already have an idea of it yourself.” Just Google the words 'personality test' and 'colors'. With a 'red' boss, which usually means authoritarian in these types of tests, you may have to be a bit more careful and make the criticism a bit more subtle. You should keep your criticism to yourself, especially with people who do not like to be contradicted. Choose the right words, such as: 'I understand that management has thought this through very carefully and that you have sought external advice, but what bothers me is that…'. With a 'blue' boss, which stands for systematic and logical, you keep things factual and that is a good idea anyway, according to Bodegraven.

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A woman is having a performance review with a baby in her arm.

It is better not to say: 'You are doing this and that wrong', because such an accusing finger is like a red rag to a bull for many people.

3. Don't write that report yourself

It can be an unequal battle, such a performance review, warns Anton Bodegraven. “Managers can prepare such a conversation with a personnel officer who will give tips and tricks or review your file with them. That is precisely why it is important

that you as an employee pay full attention to the conversation."

Your employer may have thirty of these types of conversations, so the question 'will you make that report?' is easy to ask. Bodegraven advises to hold off that boat, and yes: that is possible by 'keeping it to yourself'. “For example, say that you find it quite exciting to have such a conversation, because you have something important that you want to discuss. And that you find it difficult to write a report and tell your story at the same time.”

4. Don't just sign

If you don't like the report of a performance review, don't just sign it, Koning warns. Once again, the difference between a performance review and an assessment interview is important: “An employee receives an assessment for information purposes. If you do not agree, it is obvious to first make this known to your manager. You can then file an objection with an internal or external complaints committee.”

Two signatures are required under the report of a performance review: one from you and one from your employer. “If you don't agree, don't sign. This confirms any negative assessment.”

Another option, says Bodegraven, is to sign the report, but under protest. “If necessary, have your own account of the conversation added, because if you do not refute a negative assessment, there is a possibility that your employer will try to push you to the exit after a second negative performance review.

Senior lawyer Gonnie Driessen van de AOb advises members to contact the association before criticism of the performance and a related improvement program are recorded in writing: “We often see that members report to us too late. Then agreements have already been made. And if you involve the association, it does not necessarily mean that we immediately come to the fore. You can call us for advice without the employer knowing.”

5. Share your ambitions

Koning provides a list of topics that can be discussed in a performance review: your working conditions, social safety and what is called your professional space or autonomy. “Assessing the results of your students is therefore reserved for you as a teacher. If you have the feeling that pressure has been exerted, now is the time to raise it.”

The performance review is also the time to discuss plans for the future. According to the collective labor agreement, your development and the training budget must be discussed in the performance review. Every year, each teacher or support worker may spend 500 euros and 2 clock hours per working week on training in proportion to her employment. Team training or study days are great, but this is not necessary in your study time or your training budget.

Even if you want to move up the scale, the performance review is a good time to express that ambition. Based on six months of research, the Onderwijsblad published tips earlier this year on the best way to approach this. For example, it is wise to familiarize yourself with the 'job house', a document in which jobs are described and valued.

If you, as a teacher, do not agree with your assessment, you can appeal to an internal or external appeals committee. “Be careful,” says Bodegraven. “Because it is not desirable for a disrupted employment relationship to arise, unless of course you are already planning to leave. You can also talk to a confidential counselor and perhaps indicate that you are dissatisfied, but do not want to cause a conflict.”

6. Don't settle for vagueness

Be careful if your manager asks if you are still having fun. “You don't have to get stressed right away,” says AOb-lawyer Driessen. “But you have to be on your guard. This also applies if the word improvement is mentioned and if your employer says that agreements may need to be made about this.”

If an employer states that you as an employee are performing inadequately, they must substantiate this. Driessen: “If it is stated that someone cannot keep order, it is not enough for your manager to say: I am receiving complaints. She must make it clear where you are falling short.”

Care is the core concept that Driessen addresses to employers in procedures. “It must be made clear to you what the shortcomings are and this must be recorded in files. A period must be agreed upon within which you can make improvements. The employer must make measurable what is expected and what level is sufficient to function properly. Is there a coach, have evaluation discussions been held, those kinds of things also play a role. If you have not had a serious chance to improve, then the employer is weak.”