There is a greater chance that the performance appraisal will have a positive outcome if certain conditions are present before, during, and after the interview. Before the Interview
* Make sure that the conditions mentioned previously have been met (e.g., the employee knows the standard by which his or her work will be evaluated), and she has a copy of the appraisal form. * Select an appropriate time for the appraisal conference. * Be prepared mentally and emotionally for the conference yourself. * Schedule uninterrupted interview time.
* Plan a seating arrangement that reflects collegiality rather than power (placing the chairs side by side) During the Interview
* Greet the employee warmly, showing that the manager and the organization have a sincere interest in his or her growth. * Begin the conference on a pleasant, informal note.
* Ask the employee to comment on his or her progress since the last performance appraisal. * Avoid surprises in the appraisal conference.
* Use coaching techniques throughout the conference.
* When dealing with an employee who has several problems select the major ones. * Listen carefully to what the employee has to say.
* Focus on the employee’s performance and not on his or her personal characteristics. * When delivering performance feedback, be straightforward and state concerns directly. * Never threaten, intimidate, or use status in any manner * Let the employee know that the organization and the manager are aware of his or her uniqueness, special interests, and valuable contributions to the unit. * Use terms and language that are clearly understood and carry the same meaning for both parties. Avoid words that have a negative connotation. * Mutually set goals for further growth or improvement in the employee’s performance. * Plan on being available for employees to return retrospectively to discuss the appraisal review...