Annual employee review: Five excuses from the boss and how to respond correctly

By the way: The law doesn’t explicitly mention employee evaluations, nor does it say whether you’re entitled to one. However, the employer has a duty of care. This also includes regular exchange of information and feedback from employees on how they are working.

Reply: «Employee meeting is important to me. “I want to exchange ideas about our cooperation and talk about the wage increase.”

In fact: An employee interview isn’t always the right time to ask for a pay raise. It is better to address this issue when it is relevant: for example, after a certain professional achievement, taking on additional functions and responsibilities, or completing advanced training.

If you ask for more pay in an evaluation interview, it could be very important whether you met or even exceeded the goals you set a year ago. If you can say yes, you have a good chance in salary negotiations. If your manager reacts with surprise, it is better to postpone the conversation until later. This also gives the boss the opportunity to prepare.

Reply: “It’s a shame. I want to discuss the wage increase again in about six months. I’ll set a date for us, okay?”

You never actually “have to sign”. Especially if what you have to sign does not match your own perception. For example, during an employee interview, discussing and recording an incident that presents itself in a completely different light from your perspective and now puts you in a bad light. Or if you do not agree to the performance review.

Unlike a job reference, an interview protocol doesn’t have to be helpful. So plain text can also be spoken or written. But what you sign must be objective. If this is not the case, talk to your manager or add your own written statement to the protocol. Here you describe the situation or facts from your point of view. You can then add this to your signature: “Viewed but disagree, see attached statement.” This could be important. Especially at the end of a business relationship. Your job reference will depend largely on what is recorded during employee interviews.

Reply: “I still need some time. I want to think about what else I want to add, and I’d be happy to discuss it with someone who knows.”

The same goes for target and bonus agreements. They are not always clearly formulated or objectively measurable so that an employee can easily claim bonuses. Some superiors deliberately base pay on soft criteria (e.g. whether team spirit has improved) because they have too much discretion. If the bonus is tied to specific business results (such as sales or profit figures), your manager must provide you with this information. Request access to relevant documents.

Reply: “It’s a shame. Can we formulate the requirements for the bonus in a more clear and measurable way in the future?”

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If you are accused of something, you have the right to answer. You don’t have to accept blanket accusations. If you do not understand the claims, ask questions and ask for specific examples, facts, or names. If a descriptive conversation is not possible, it is best to explain your point of view in writing. It is important to understand what was criticized and what could be done better or differently in the future. In this way, claims can often be denied and warnings can be avoided. By the way: Such warnings are not required by law. Although it is absolutely not necessary if someone wants to terminate you. At least if you work under private law.

Reply: “This surprises me. Can we discuss this openly? In the meantime, I’ll put my perspective in writing.”