Making year-end interviews a tool for engagement

The client

Kering is a global luxury group that brings together and develops a group of iconic fashion, leather goods, jewellery and watchmaking companies. Today, it has nearly 40,000 employees worldwide.

Context

In the context of a global reflection on their leadership and management frameworks, Kering's teams wanted to renew the approach to individual end-of-year interviews. Both in terms of the meaning to be given to these interviews and the processes and tools to conduct them effectively.

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Issue

As these end-of-year interviews are experienced as particularly "challenging" by some employees and managers, it was necessary to reinject meaning and a positive dynamicinto them.

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Objectives

• Make the year-end interviews an opportunity to realign the participants in the programme (Top 30 managers and their staff) around the "Why, How and What".
• To make managers and employees aware of the importance and value of these interviews and to draw maximum benefit from them: to strengthen commitment, to develop talent, to boost individual and collective performance, etc.

As the professional coaching company chosen to carry out this support, we were assessed on our ability to :

• Giving real meaning to these annual interviews
• Strengthen the commitment of managers and employees at all stages of the process: preparation of the interview, meeting and follow-up.
• To help managers and employees build a real contract of trust around objectives to be achieved during the year.
• To work on the postures and use the tools necessary to reinforce the effectiveness of the end-of-year interviews.

Target audience

700 managers in 16 countries supported by a team of 15 coaches

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Modalities

Accompaniment over 4 months :

• A half-day kick-off to bring participants together around an inspiring event. Giving meaning to the programme.
• Personal preparation before the workshops: assessing one's own competencies regarding the ability to conduct a successful annual interview. From the point of view of the manager and the employee.
• 1 day of workshops in coaching mode to share best practices and tools to make year-end interviews moments that generate commitment and performance. 
• Anchoring: possibility to exchange with coaches and peers on the learning achieved. 

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Results

• Managers around the world aligned around year-end interview practices
• Managers trained in the methods and key success factors for preparing and conducting rich interviews: Setting quality objectives, Encouraging and motivating employees, Giving constructive feedback, etc.

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