Performance Appraisal Interview

Conducting the Performance Appraisal Interview The performance Appraisal call into question offers an opportunity to discuss and match perceptions of an employees job performance. Through open communication a supervisory and employee can assess job performance, measure actual result against expected results and jut out 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 decorate a tone for the interview that exhibits openness and support.Once this tone has been set, an employee will be more likely to share 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 purpose of the meeting. Clarify any questions the employee has and reaffirm that t he interview serves to promote employee development through identifying job responsibilities, reviewing performance roles, Overall rating of performance and preparing a plan for improved or enhanced performance. 2. Regard the employee as an several(prenominal).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 fortune of a performance interview is the actual discussion of an employees job performance. Recommendations for an effective discussion include 1. Come prepared. Both the Supervisor should prepare objectives forrader of time and time and be able to cite specific example support observations and recommendations. . The employee should present his / her self assessment first. The employees objectives are to present training 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. Communication should be two way. A colloquy should occur between the employee and the supervisor, with neither participant dominating the discussion. 5. Seek agreement on each point. If opinions differ when discussing individual responsibilities, performance roles or ratings, both the employee and the supervisor should express their ideas.Again, focus 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 approval of the employee C) Closing the Interview. An important aspect of the entire process is how the interview ends. The pastime actions should be included in the closing portion of the interview. Summarize what has been discussed and agreed upon, making sure of consensus on all important points. Do this positively and enthusiastically. lend 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 encoura ging note. expel disseminate the Appraisal Form as earlier.Avoid these Mistakes when Completing a Performance Appraisal 1. Recency Too much focus on the most(prenominal) recent examples of behavior rather than considering overall performance. This can occur because of inadequate record keeping. 2. Central Tendency Managers tend to rate every one roughly the same, or ate last, they parry extreme ratings. The reviewer should use the ends of the scale as well as the middle. 3. Leniency Managers shun low rating to avoid conflict or because they believe that low ratings reflect badly on the reviewer.This can happen when the reviewer is rushed or under pressure to stark(a) the Appraisal 4. Horns / Hallow Effect A tendency to rate the same individual Excellent on every trait or Unsatisfactory on every trait. This may happen when the supervisor feels that the employee has some shortcomings and then rates them poorly on everything as a result (or conversely rates in addition high on e verything based upon a few high ratings). 5. Constancy Some Managers rate their employees in rank order rather than on an individual basis and adjust scores to match the ranking order. . Similarity A tendency to rate employees, who have similar values and interest to the reviewer, hire. Additional Factors poignant Performance Appraisal Ratings Length of service and the compliancy of the person being rated can affect ratings significantly. Previous review ratings influence current reviews, whether the current omnibus or a former one did the previous review. Supervisors guess when they arent sure or dont have a lot of go steady with a given employees behavior.