# TaxTech Roundtable: Performance reviews and people management
**At the most recent TaxTech roundtable, participants discussed performance reviews and people management in general. It became clear that all software providers now use a combination of traditional face-to-face meetings and digital tools.**

On Wednesday evening, the presenters Paul Liese \(hsp\) and Philip Hellmig \(kanzlei.land\) asked the panellists how staff appraisals are organised at software companies.

When it comes to assessing the performance of individual staff members, all participants rely on the traditional one-to-one meeting held at regular intervals, for example every three, six or twelve months. There are differences in how these meetings are prepared for. Smaller software companies tend to discuss matters more spontaneously with employees, looking at how they assess their own performance and how they could improve it. In companies with a larger number of employees, for example, a questionnaire is used as a guide. In addition, a five-year plan is drawn up for each employee, which is reviewed jointly on an annual basis. This not only sets out how the salary may develop over the next five years, but also the objectives linked to it. For example: How are employees developing? How do they lead their teams? How will [as part of the team](../../en/team-page/index.md) How do they communicate, and in what way?

## Appreciation for staff is the most important thing

To steer the discussion, it was suggested that clear questions be formulated in order to help employees – particularly those who do not have frequent contact with senior management – overcome any hesitation they might have. The questions could, for example, be:
- What would you like to keep?
- What would you like?
- What can be changed?

Even if the company cannot fulfil every request, it is a great sign of appreciation for staff when their suggestions are taken on board and, in some cases, put into practice. In general, all participants agreed that the format of the staff appraisals should be retained once a good methodology has been established.

Weekly meetings are a regular forum where staff can raise issues at all software companies. Even if they only last a few minutes, these meetings provide an opportunity to discuss what has gone well – or not so well – within the company. However, personal judgements are kept out of it, as the aim is simply to learn from mistakes. These meetings are an excellent way to gauge the mood within the company.

The taxtech.online logo

In addition, some software manufacturers are turning to digital tools. For example, inspiration boards are used via Microsoft Teams, where all staff members can submit topic suggestions, which are then discussed in the weekly meeting. Others use idea management tools to gather ideas aimed at optimising processes within the company. There, all staff members can post comments or ‘like’ them.

A prerequisite for this type of communication with staff is an open corporate culture in which everyone feels confident enough to express their own opinion. Older staff members who are not familiar with social media are particularly reluctant to use such digital tools.

## Salary is not a traditional long-term motivator

The topic of staff motivation was also raised during the TaxTech roundtable, and this is due to be explored in greater depth at the next session. Everyone agreed: salary is not a traditional long-term motivator. Rather, employees need to feel that the company is planning for their future and wants to achieve something together with them. Of course, individual, targeted measures also help to motivate all staff. Options here could include, for example, renting an office in a warmer climate – such as Mallorca – for a few weeks in winter, free back care classes or other benefits.

The topic of staff motivation is to be revisited at one of the upcoming TaxTech sessions. The same applies to how team-building can work in the era of working from home. One idea, for example, was for staff to reflect on the issue of sustainability within the company, thereby creating a shared goal.