Performance Appraisal Interview

Conducting the Performance appraisal Interview The feat Appraisal converse offers an opportunity to discuss and liken perceptions of an employees job instruction execution. Through open communication a supervisory and employee bay window assess job performance, measure actual result against anticip consume results and course of study for the future. The interview should not be used as a vehicle to bombard the employee or the supervisor with criticism, failures, faults, and / or errors. a) Opening the interview The climate of the interview is essential to its outcome. The supervisor should set a intuitive feeling for the interview that exhibits openness and support.Once this tone has been set, an employee will be to a greater extent likely to sh are assessments of his or her performance, discuss strengths and weaknesses and commit to the development plans that are set in the interview. To set the tone, a supervisor should 1. Review the blueprint of the meeting. Clarify any q uestions the employee has and reaffirm that the interview serves to promote employee development by identifying job responsibilities, check overing performance roles, Overall rating of performance and preparing a plan for improved or enhanced performance. 2. Regard the employee as an individual.Special concerns should be given to the employees communication style, new assignments, increased job responsibilities and performance standards. These considerations should guide the supervisor as he/she deals with the employee. b) Discussing performance. The second component of a performance interview is the actual discussion of an employees job performance. Recommendations for an utile discussion include 1. Come hustling. Both the Supervisor should prepare objectives forrader of age and time and be able to cite specialized precedent support observations and recommendations. . The employee should acquaint his / her self assessment first. The employees objectives are to present inf ormation regarding his or her job performance, pointing out strengths, and seeking assistance in areas where problems exist. This promotes openness and provides insight on how the employee view his or her responsibilities and performance 3. The supervisor should present his or her assessment of the employee performance after hearing the employees assessment. Areas of agreements should be discussed first, followed by areas of disagreement.Finally, any pertinent topics that were not brought up by the employee should be mentioned. The supervisors objective is to help the employee improve performance or develop skills to become a more productive employee. 4. parley should be two way. A dialogue should occur between the employee and the supervisor, with in empty participant dominating the discussion. 5. Seek agreement on each point. If opinions resist when discussing individual responsibilities, performance roles or ratings, both the employee and the supervisor should express their i deas.Again, focalize on behaviors relevant to performance. 6. Setting Training and development goals. Employee should be prepared to state his or her future plans for development. Discuss these plans realistically and set up appropriate goals and time tables. Supervisors should feel comfortable adding or suggesting development goals with the praise of the employee C) Closing the Interview. An important aspect of the entire process is how the interview ends. The avocation actions should be included in the closing portion of the interview. Summarize what has been discussed and concord upon, making sure of consensus on all important points. Do this confirmatively and enthusiastically. Give the employee an invitation to react, question and share additional ideas and suggestions. Make arrangements to follow upon specific points if needed Set a date for the next performance review session. ( -Semi annual or quarterly ) Thank Each other for the time and energy that went into the review and end the interview on a positive or encouraging note. Complete disseminate the Appraisal Form as earlier.Avoid these Mistakes when Completing a Performance Appraisal 1. Recency alike much focus on the most recent examples of behavior sort of than considering overall performance. This can occur because of inadequate record keeping. 2. Central determination Managers tend to rate every one about the uniform, or ate last, they avoid extreme ratings. The reviewer should use the ends of the scale as salutary as the middle. 3. Leniency Managers shun low rating to avoid combat or because they believe that low ratings reflect badly on the reviewer.This can happen when the reviewer is rushed or under pressure to complete the Appraisal 4. Horns / Hallow Effect A tendency to rate the same individual Excellent on every trait or failing on every trait. This may happen when the supervisor feels that the employee has some shortcomings and then(prenominal) rates them poorly on eve rything as a result (or conversely rates too high on everything based upon a hardly a(prenominal) high ratings). 5. Constancy Some Managers rate their employees in rank point rather than on an individual basis and adjust scores to agree the ranking order. . Similarity A tendency to rate employees, who have like values and interest to the reviewer, hire. Additional Factors Affecting Performance Appraisal Ratings space of service and the compliancy of the person being rated can affect ratings significantly. front review ratings influence current reviews, whether the current manager or a former one did the previous review. Supervisors guess when they arent sure or dont have a lot of experience with a given employees behavior.