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Conducting a Performance Appraisal Interview (During the Interview: (The…
Conducting a Performance Appraisal Interview
Performance appraisal is both a system of papers and procedures designed by the organization for use by its managers (we will refer to this as the appraisal system) and an interpersonal process in which manager and subordinate communicate and attempt to influence each other (we will refer to this as the appraisal process or interview).
The main barriers to effective appraisals are avoidance on the part of the supervisor and defensiveness in the subordinate.
Because the organization is pursuing conflicting objectives (evaluation and development), the manager must use performance appraisal in two quite contradictory ways.
Most people are ambivalent and avoidant about negative reviews/constructive criticism.
Often supervisors compound too much good with the bad due to fear/anxieties
Often people can be defensive about their feedback
Two separate performance appraisal
interviews can be held: one focused on evaluation and the other on coaching and development.
Two separate performance appraisal
interviews can be held: one focused on evaluation and the other on coaching and development.
Choose appropriate data to evaluate
It gives subordinates a real stake in the appraisal interview and an opportunity to influence a part of their environment that ultimately affects their performance.
During the Interview:
The Tell and Sell.
The aim of the tell-and-sell method is to communicate to employees their evaluation as accurately as possible.
The Tell and Listen
The purpose of this interview method is to communicate the evaluation to the subordinate and then let him or her respond to it.
The Problem-Solving
This interview approach takes the manager out of the role of judge and puts him or her in the role of helper.
The mixed model interview
A combination of the three.
Interview Begins
Open-ended discussion and exploration of problems. The subordinate leads and the supervisor Iistens.
Problem-solving Interview. The subordinate leads; but supervisor takes somewhat stronger role.
Agreement on performance problems and a plan for improvements needed.
The supervisor summarizes his or her views using Tell-and-Listen
or Tell-and-Sell methods lf the subordinate has
not dealt with Important issues.
Interview Ends
Start with an open-ended exploration of perceptions and concerns, with the subordinate taking the lead, and finish with a more narrowly defined agreement on what performance improvements are expected.
Make sure to agree on the schedule, the location and space, on the content/process, and developing a plan for improvement.