Chapter 9The Performance Interview

Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

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Chapter Summary

•Preparing for the Performance Interview•Selecting an Appropriate Review Model•Conducting the Performance Interview•The Employee in the Performance Review•The Performance Problem Interview•Summary

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Preparing for the Performance Interview•Preparation Advice

▫Supportive Climate is Preferred by Interviewees

▫Regular Feedback Avoids Surprises▫Interviewers Must be Trained

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Preparing for the Performance Interview•Reviewing Rules, Laws, and Regulations

▫Be careful of judging what you cannot measure.

▫Changing demographics have led to changes in methods and assumptions.

▫Age will play an ever-greater role as baby boomers turn 50 and 60 in ever-greater numbers.

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Selecting an Appropriate Review Model•Behaviorally Anchored Rating Scales

(BARS) Model•Management by Objectives (MBO) Model•Universal Performance Interviewing

Model•The 360-Degree Approach

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Conducting the Performance Review Interview•Do your homework.•Select and understand the perspective of

the interview.•Relationship influences both parties and

the nature of the interview.

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Conducting the Performance Review Interview•Opening the Interview

▫Climate and atmosphere are critical.▫Be prepared but flexible in opening the

interview.

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Conducting the Performance Review Interview•Discussing Performance

▫Use all of your listening skills.▫Feedback is central in performance interviews.▫Develop a true dialogue with the interviewee.▫Enhance trust and cooperation to avoid conflict.▫Strive for a balance between praise and criticism.▫Be aware of potential biases.▫Know how to conduct performance interviews.▫Use question tools to gain and verify information.

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Conducting the Performance Review Interview•Setting New Goals and a Plan of Action

▫Focus on the future and not the past.▫The interviewee must be an active

participant.▫Review the last period’s goals before going

on to new ones.▫Do not make the goals too easy or too

difficult.

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Conducting the Performance Review Interview•Closing the Interview

▫Close with the perception that the interview has been valuable for both parties.

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Conducting the Performance Review Interview

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The Employee in the Performance Review•Do a self-evaluation before the interview.•Approach the interview with a positive

attitude.•Avoid unnecessary defensiveness.•A good offense is better than a good

defense.•Leave your temper at the door.

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The Performance Problem Interview•The need for discipline has become a

performance problem.• Determining Just Cause

▫Know what constitutes a just cause.▫Treat all employees fairly and equally.▫The punishment must fit the infraction.

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The Performance Problem Interview•Preparing for the Interview

▫Practice before conducting the real thing.▫Be prepared for common reactions and

responses.▫What evidence do you have of the infraction?▫Distinguish between the severity of

infractions.▫Learn why an infraction has occurred.▫Relational dimensions are critical in

performance problem interviews.

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The Performance Problem Interview•Keeping Self and Situation Under Control

▫Uncontrolled anger can destroy an interaction.

▫Timing of the interview may be critical.▫Hold the interview in a private location.▫With severe problems, consider obtaining

assistance.▫Consider including a witness or union

representative.

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The Performance Problem Interview•Focusing on the Problem

▫Deal with facts rather than impressions and opinions.

▫Avoid unsupported accusations.▫Ask questions that draw out the

interviewee.

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The Performance Problem Interview•Avoiding Conclusions During the

Interview▫Be slow to draw conclusions.▫Do not verbalize conclusions during the

interview.

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The Performance Problem Interview•Closing the Interview

▫Conclude the interview in neutral.▫If discipline or termination is appropriate,

do it.▫Delaying action may enable you to think

more clearly about the incident.▫Apply all rules and actions equally to all

employees.

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Summary•Evaluate an employee’s performance on

the basis of standards mutually agreed upon ahead of time.

•Apply the same standards equally to all employees performing a specific job.

•Flexibility and open-mindedness are important keys in successful performance review interviews.

•The performance process must be ongoing.