| STEPS TOWARDS A GOOD APPRAISAL | | | | performance appraisal process. The supervisor learns |
| INTERVIEW: | | | | how the employee feels about the work environment. |
| Don't say: "You just don't seem to care about doing a | | | | This will very often provide important insights into the |
| good job." "You seem to be more interested in scoring | | | | employee's job performance quality. |
| points against Charlie than in working with him." "You're | | | | Here is some advice for supervisors that will contribute |
| too defensive." Do: Stick to behavior. say, "Here's what | | | | to a successful appraisal interview. 1. Listen to |
| I saw," or, "Here's what I heard you say." | | | | employee. The successful evaluation is a dialogue. The |
| Here is some advice for supervisors that will contribute | | | | supervisor must be prepared to listen to the employee, |
| to a successful appraisal interview. 1. Stick to goals. | | | | just as the supervisor expects the employee to listen. |
| Measure performance against previously discussed | | | | After all, the employee has a very important stake in |
| and agreed upon goals. 2. Do not discuss rewards.. | | | | the evaluation. Also, the employee usually wants the |
| Make a statement at the beginning such as, "While this | | | | evaluation to be a success: that is, with the result that |
| appraisal may be the basis for a raise, we are getting | | | | the employee will be more effective on the job. 2. |
| together today to review performance past and | | | | Accept employee's feelings. The employee may show |
| present and then discuss an improvement plan. | | | | signs of stress, anger, or disagreement. Accept them. |
| Information about raises and promotions will need to | | | | That's not the same thing as agreeing or believing the |
| come at a future time. We can set up a date to | | | | feelings are justified. Accepting feelings ("I |
| discuss them at the end of this meeting." 3. | | | | acknowledge that you feel that way") and proceeding |
| Consistently ask for the employee's view throughout | | | | with the meeting allows you to avoid getting into a |
| the discussion. By asking for the employee's view, the | | | | debate as to whether the reactions are genuine or |
| supervisor establishes the two-way nature of the | | | | justified. Move on. |