“Do I have to conduct an employee appraisal every year? What topics should be discussed? And how can the exchange be structured so that it does not become a mere formality?” For HR managers and executives in Switzerland, employee appraisals often raise more questions than they answer. This article combines legal classification with practical tips and shows how digital HR tools can help make employee appraisals meaningful, structured, and well-prepared.
The most important information at a glance
In Switzerland, employee appraisals are not required by law, but they remain a valuable HR tool for strengthening dialogue and employee engagement.
For it to be effective, it needs a clear structure that takes equal account of results, skills, well-being, and development prospects.
The attitude of the manager is crucial: openness, active listening, and joint planning form the basis for a successful exchange.
HR software helps to organize employee appraisals in a structured way, follow them up, and make targeted use of the information gained.
What is an employee appraisal?
Also known as an annual or appraisal review, an employee appraisal is a meeting between a manager and an employee to reflect on the past year together. Specifically, it involves assessing results and performance, setting goals for the coming period, and discussing professional development.
In practice, this exchange can take place at different intervals: annually, semi-annually, or even quarterly.
Objectives of the employee appraisal
The employee appraisal has several objectives, both for employees and for managers and HR:
review of the past year: tasks completed, results achieved, and challenges encountered
assessment of skills: professional, social, and personal abilities as well as areas for development
setting goals for the coming period, aligned with the company's strategy
recording employees' expectations in terms of development, further training, and working conditions
strengthening the relationship between managers and employees by providing a space for exchange and recognition
When conducted correctly, the employee appraisal is much more than just an evaluation. It becomes a lever for engagement, a management tool, and a central component of HR strategy.
Legal framework and obligations relating to employee appraisals in Switzerland
No general legal obligation
In Switzerland, there is no legal requirement for companies to conduct employee appraisals. However, this does not mean that they are superfluous.
According to the Swiss Code of Obligations, employers have a duty of care towards their employees. This includes protecting their health and safety as well as promoting their professional development. This is precisely where employee appraisals come in, as they provide a forum for discussing topics such as workload, well-being, training needs, and development prospects.
For this reason, many Swiss companies have established annual employee appraisals despite the lack of a legal obligation to do so.
Collective labour agreements (CLAs)
Even if there is no general legal obligation, individual collective labour agreements may regulate the annual appraisal interview. Some of them contain specific requirements regarding form, content, or frequency.
For example, the CLA of the Swiss Radio and Television Company stipulates at least one annual meeting with the direct manager. Other collective labour agreements limit themselves to recommendations for regular meetings. Some agreements go further and define the topics to be discussed, the formal modalities such as minutes or signatures, and possible follow-up measures.
Before you launch a review campaign or adapt existing processes, it is therefore worth taking a look at the relevant industry or company collective labour agreement.
Best practices for effective employee appraisals
Structure the review around clear topics
In order to analyze the past year objectively, it is advisable to structure the meeting around clear topics such as goal achievement, performance, skills used, or well-being in the workplace. The reason for this is simple: our memory weighs current events more heavily than past ones. If a goal is missed in the last quarter, this can unconsciously distort the overall picture. This phenomenon is known as availability bias.
A structured discussion guide ensures an objective assessment in the context of the agreed goals and at the same time takes into account the conditions under which the results were achieved.
Adopt the right leadership attitude
To make employees feel comfortable, heard, and included, managers should adopt an open attitude. This includes asking open and closed questions, active listening, picking up on statements, and consciously reducing one's own speaking time. Giving employees space creates a more honest dialogue. This strengthens the basis of trust and promotes the exchange of ideas for development, further training wishes, or necessary adjustments in the organization of work.
Encourage self-reflection
If employees are provided with a self-assessment form in advance, they can consciously reflect on their year. They consider their successes, difficulties, and needs. This allows them to enter the conversation with an active and engaged attitude. This enriches the exchange and underscores the benefits of the employee appraisal.
Include feedback from colleagues
Including feedback from colleagues and internal or external stakeholders broadens the view of performance. The assessment is no longer based solely on the manager's perspective. This approach is constructive for employees because it highlights strengths and areas for development. At the same time, it increases the objectivity of the assessment.
Use HR software
A suitable HR tool makes it easier for everyone involved to organize employee appraisals. Automatic invitations, customizable appraisal templates, an overview of past appraisals, and goal tracking structure the process. At the same time, HR software supports HR work by bundling relevant information and creating a basis for informed decisions and the further development of HR strategy.
Examples of a discussion guide for employee appraisals
The following sections can be adapted depending on the corporate culture, function, and objectives:
1. Review of the past year
Were the agreed-upon goals achieved? If not, why not?
key successes, projects, and tasks
difficulties and challenges encountered
2. Competence assessment
technical skills: application, development, practical relevance
social skills: communication, time management, teamwork
strengths and areas for development
3. Perception and well-being
motivation and commitment
work-life balance
teamwork and cooperation with managers
4. Training and support needs
desired skills development
preferred learning formats, such as internal or external training or mentoring
relevance to current role or future prospects
5. Goals and prospects
short- and medium-term goals with clear success criteria
new projects or tasks
expectations of managers and the company
6. Open exchange
suggestions for improving processes and organization
wishes regarding development, mobility, or work design
feedback on corporate culture and strategy
