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Author: gandhi14 | Total views: 467 Comments: 0
Word Count: 616 Date: Tue, 10 Mar 2009 8:06 AM

How Well Do You Do Performance Appraisal Interviews?

Human Resource Departments have become very competent at designing excellent performance appraisal processes and documentation. They contain goals and objectives, inputs and outputs, competencies and areas for improvement, all rolled up in a performance contract.

No wonder that managers complain of the time and effort the process takes! No wonder either, that both managers and employees dread the annual performance appraisal interview and that neither finds it does much at all to improve employee performance!

The real problem is that it is not about the process and the paperwork, no matter how perfectly designed and completed it all is. People do not grow and develop on the basis of paperwork. They grow when they have a good relationship with their manager, when they receive support and coaching, and finally when there are work opportunities available.

It starts with the relationship between manager and employee and the quality of their conversations about the performance of the employee. High quality conversations are created around four sets of behaviours.

1. Talk about the positive

Most managers focus on what an employee has done wrong, and make little mention of what has gone well. The performance appraisal then has a negative and accusing tone that does not encourage employees to speak up with their own ideas and concerns.

When people feel positive about their abilities and achievements they can think for themselves, make decisions and move forward. As a rule of thumb, you should give five times as much positive feedback as negative.

Be positive about what has gone well. Be honest. Be generous.

2. Listen up

A performance appraisal discussion is an opportunity for employees to ask questions, raise concerns and put forward their own ideas for their development. To do this, they need time and attention from their manager; an unhurried attention that actually helps them to think better.

We often think we listen, but in reality do very little. We interrupt, get distracted, argue, and at the first moment we get a chance, we put our own ideas on the table. Giving someone your ideas is the best way to stop them thinking for themselves! Stop telling others what to do. Listen while they work things out for themselves, and in the process, allow them to create their own motivation and energy.

3. Ask for the detail

The employee is on the ground and his view of a situation is more close-up and more accurate than yours. Ask him how he sees the situation and learn what is really going on. It is ironic that the people who make the most important decisions in an organisation are usually most distant from the action and know least about what is really happening.

A performance appraisal interview is your chance to get in touch with reality. Keep it simple. Start with: Tell me about. Follow on with what, how, when and why questions. Then listen!

4. Invite solutions

When you invite an employee to offer a solution to a problem, you are helping him grow and develop. You are also more likely to obtain his commitment to action. Ask questions that encourage thinking and lead to action.

How would you tackle this?
What will your target be?
Where could you start?
Is there any help you need from me?

When you emphasise the positive, listen, ask for details and invite solutions, you will see how the effectiveness of your performance appraisal discussions improves and how your people start to grow and think for themselves.

About the Author

Maureen Collins trains people how to handle difficult conversations, on difficult topics, with difficult people in her consulting practice, Straight Talk. She has a B.Sc. degree in Psychology from Edinburgh University and over 25 years of consulting experience. She consults in communication in the workplace. Go to http://www.straight-talk.co.za for free downloads and Straight Talk Tips.

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