Appraisal Interviews: What To Say & How To Say It
By Andrew
E. Schwartz
Summary: Some sound advice on how to conduct an effective performance
appraisal interview. Focuses on what to say and how to say it.
STEPS TOWARDS A GOOD APPRAISAL INTERVIEW:
Don’t say: “You
just don’t seem to care about doing a good job.” “You seem to be more
interested in scoring points against Charlie than in working with him.”
“You’re too defensive.” Do: Stick to behavior. say, “Here’s what I saw,”
or, “Here’s what I heard you say.”
Here is some advice for supervisors that will contribute to a successful
appraisal interview.
1. Stick to goals. Measure performance against previously discussed
and agreed upon goals.
2. Do not discuss rewards. Make a statement at the beginning such
as, “While this appraisal may be the basis for a raise, we are getting
together today to review performance past and present and then discuss
an improvement plan. Information about raises and promotions will need
to come at a future time. We can set up a date to discuss them at the
end of this meeting.”
3. Consistently ask for the employee’s view throughout the discussion.
By asking for the employee’s view, the supervisor establishes the two-way
nature of the performance appraisal process. The supervisor learns how
the employee feels about the work environment. This will very often provide
important insights into the employee’s job performance quality.
Here is some advice for supervisors that will contribute to a successful
appraisal interview.
1. Listen to employee. The successful evaluation is a dialogue.
The supervisor must be prepared to listen to the employee, just as the
supervisor expects the employee to listen. After all, the employee has
a very important stake in the evaluation. Also, the employee usually wants
the evaluation to be a success: that is, with the result that the employee
will be more effective on the job. 2. Accept employee’s feelings.
The employee may show signs of stress, anger, or disagreement. Accept
them. That’s not the same
thing as agreeing or believing the feelings are justified. Accepting feelings
(“I acknowledge that you feel that way”) and proceeding with the meeting
allows you to avoid getting into a debate as to whether the reactions are
genuine or justified. Move on.
Copyright AE Schwartz
& Associates All rights reserved. For additional presentation materials
and resources: ReadySetPresent
and for a Free listing as a Trainer, Consultant, Speaker, Vendor/Organization:
TrainingConsortium
|
