Conducting a Performance Appraisal Interview (Goals (Coaching &…
Conducting a Performance Appraisal Interview
What is it?
part of formal record to make decisions about pay and advancement
needed for: planning, influencing performance, letting people know where they stand
system of papers & procedures designed by org for use by manager AND interpersonal process in which manager and sub communicate/attempt to influence each other
info for placement, promotions, firing, pay
give feedback to subs so they know where they stand
develop valid data for pay (salary/bonus) and promotion decisions and to provide means for communicating these decisions
help company make discharge/retention decisions and to provide means of warning subs about unsatisfactory performance
Coaching & Development Goals
counsel & coach subs so they'll improve and develop future potential
develop commitment to larger org through discussion of career opportunities and career planning
motivate subs through recognition & support
strengthen super-sub relations
diagnose indiv and org problems
maintenance of self-image
esp when tied to bonuses
Conflicting Indiv & Org Goals
eval and coaching/development conflict
indiv need for self-image maintenance conflicts with org need for development
Ambivalence & Avoidance
superiors are both judge and jury
impacts peoples lives in big ways
subs ambivalent about negative feedback
Feedback & Defensiveness
super has incompatible roles of judge & helper
Avoidance & Defensiveness
supers avoid meaningful talk
uncoupling eval & development
2 separate interviews: one for eval, one for coaching/development
okay but how feasible is this??
Choosing appropriate performance data
behavioral rating scale: e.g. participating in meetings
360 degree feedback: anonymous questionnaire about performance (for everyone)
wow, an org really needs to have its shit together to use something like this.
power sharing, rate your boss
Eliminating performance appraisal system
feedback/coaching should be ongoing
fairness if manager seeks to let subs know how they're doing, gain their acceptance of eval, and get them to follow plan
can hurt relations
part 1: super describes sub's strengths/weaknesses
part 2: listen to sub respond
super must: listen actively, use silence, reflect feelings, summarize feelings
help sub discover own deficiencies; just for coaching
What kinds of problems might crop up? How will you respond?
Step 1: open-ended discussion and exploration of problems. Sub leads and super listens
Step 2: Problem-solving interview. Sub leads, but super takes stronger role
Step 3: Agreement on performance problems and plan for improvements needed
Step 4: Super summarizes views using Tell-and-Listen or Tell-and-Sell methods if sub hasn't dealt with important issues
Scheduling, agreeing on content, agreeing on process, location and space, opening the interview, starting the discussion, exchanging feedback, manager's views, developing improvement plan, closing discussion
at the beginning
Did super create open/accepting climate?
Was there agreement on the purpose and process for the interview?
Were both parties equally well prepared?
during the interview
To what extent did super really try to understand employee?
Were broad and general questions use at the outset?
Was the super's feedback clear and specific?
Did super learn some new things (values and feelings)?
Did sub disagree and confront super?
Did interview end with mutual agreement and understanding about problems and goals for improvement?
Did appraisal session motivate sub?
Did appraisal build better relationship?
Did sub come out w/ clear idea of where they stand?
Did super arrive at fairer assessment of sub?
Did they learn something new about sub?
Did sub learn something new about super and pressures they face?
Does sub have clear idea of what actions to take to improve performance?