I can’t think of any specific links or such but I can tell you more: I may not go so far as to say it’s the norm in Sweden, but it’s definitely common to have an annual “utvecklingssamtal” (personal development discussion) and it’s often combined with salary negotiations. Personally, I think these two discussions should be separate.
Good organisations use this opportunity to gather a lot more knowledge than what is related to performance. In particular, it can be a way to have an open-ended discussion about the work environment and what improvements can be made. For example, improvements in the physical environment (it’s too cold, too dark, chairs and desks are annoying etc.) or improvements in mental environment (Monday meetings are too long, people ping on Slack too often, my colleague is always late for meetings etc.)
Usually, you would fill out some form with prepared questions beforehand and try to standardise this to use over several years to get a sense of improvements made, i.e. asking the exact same questions every year and to everyone. In other words, combine an open-ended part with a very structured part.
If it would help you a lot more than the above, I could probably dig up some old such documents from previous employers, although I would have to paraphrase them rather than share them directly due to privacy and/or intellectual property reasons.
The Navy has “command climate” surveys that are mostly “independent” of the current officers-in-charge. A poor showing on such a survey resulted in the removal of a captain I know ;).
“structured interviews on the work environment”
I’d be interested in hearing more about this. Any links or documents that you could share to point me in the right direction?
I can’t think of any specific links or such but I can tell you more: I may not go so far as to say it’s the norm in Sweden, but it’s definitely common to have an annual “utvecklingssamtal” (personal development discussion) and it’s often combined with salary negotiations. Personally, I think these two discussions should be separate.
Good organisations use this opportunity to gather a lot more knowledge than what is related to performance. In particular, it can be a way to have an open-ended discussion about the work environment and what improvements can be made. For example, improvements in the physical environment (it’s too cold, too dark, chairs and desks are annoying etc.) or improvements in mental environment (Monday meetings are too long, people ping on Slack too often, my colleague is always late for meetings etc.)
Usually, you would fill out some form with prepared questions beforehand and try to standardise this to use over several years to get a sense of improvements made, i.e. asking the exact same questions every year and to everyone. In other words, combine an open-ended part with a very structured part.
If it would help you a lot more than the above, I could probably dig up some old such documents from previous employers, although I would have to paraphrase them rather than share them directly due to privacy and/or intellectual property reasons.
The Navy has “command climate” surveys that are mostly “independent” of the current officers-in-charge. A poor showing on such a survey resulted in the removal of a captain I know ;).
That helpful, thanks for providing the context. No need to dig through old documents; I think I have a rough idea of it now.