Appraisal interview
Appraisal interview: A formal dialogue procedure between an employee and his or her management is known as an evaluation interview. It’s one of the most effective strategies for employees to boost their productivity and modify their work habits. During an assessment interview, the employer and the employee discuss the employee’s performance and major areas for development, as well as how the person may progress via a feedback process.
The first step of the performance assessment process is the performance appraisal interview, which includes the employee and his or her manager sitting face to face to discuss all elements of the employee’s performance and iron out any discrepancies in perception or evaluation. The performance appraisal interview allows the employee to defend himself or herself against the management’s negative assessment, as well as for the manager to clarify his or her thoughts on the employee’s performance.
In a nutshell, the performance assessment interview comes before the normalisation process and after the employee’s and manager’s completion of the evaluation form. The interview is the stage at which both parties dispute and fight over the employee’s side of the story as well as the manager’s perspective.
An assessment interview allows an employee to protect himself or herself against a negative boss evaluation. It also allows the management to express his or her evaluations. It assists workers in determining if they need training if they lack a certain talent, as well as who will be promoted, degraded, retained, or dismissed.
Appraisal interview
Conducting Appraisal interview: Guidelines
While conducting assessment interviews, keep the following points in mind:
Employee input is valued: Encourage your staff to speak out. Inquire about his or her thoughts on how to remedy the problem.
Don’t be shy: make sure the employee understands what he or she is doing right and badly. Provide advice to the employee on how to make things better.
Work data: Actual figures such as productivity reports, leaves, orders, and so on are used.
Don’t take things too seriously: Negative statements that directly harm the employee should be avoided. Compare the employee’s performance to a standard rather than to the performance of others.
How to Approach a Performance Appraisal Interview Correctly and Incorrectly
The performance evaluation interview should be treated seriously, and both the employee and the management should schedule time to complete it. The manager cannot modify the time or location at will, and the interview must not be conducted in a haphazard way. Despite these prohibitions, the manager often has to be reminded about the interview, after which he or she rushesly organises the meeting. This is unquestionably the incorrect approach to the interview. Furthermore, the management must set aside time to review and objectively score the workers’ self-evaluation.
Though there is no one-size-fits-all approach to conducting a performance review interview, the management must avoid the dangers listed above. As a general guideline, set aside a few days to conduct all of the interviews with members of his or her team and ensure that the process is followed up on. When an employee is dissatisfied with the interview conversation and seeks more time to discuss the rating, a follow-up is required. In certain circumstances, the HR manager may need to intervene to ensure that the process is completed to the employee’s and management’s satisfaction.
Personal biases vs. objective evaluation
Though management theorists prefer to preach the virtues of objective assessment, it is a truth that in today’s workplaces, personal bias plays a role in the appraisal. Employee unhappiness with the performance assessment process is one of the primary reasons for leaving the firm, according to research and surveys conducted by HR consultants such as Hewitt. HR managers frequently undertake orientations and trainings for both managers and employees to sensitise them to the hazards that are sometimes present in the assessment process in order to reduce the incidence of biases and heuristics playing a part in the process.
Employees, on the other hand, should go into the process with reasonable expectations, anticipating that the Manager would agree to anything they write on the performance review form. As a result, both parties in the interview process must approach it with an open mind and as objective as possible. However, this is easier said than done, so businesses spend time and money to make the process as transparent and impartial as possible.