Six steps to improve discussions of employee performance.
Formal performance appraisal interviews are often ineffective because they strain working relationships between managers and employees and provide inadequate feedback to both parties. This article provides supervisors with specific guidance to improve appraisal interviews by addressing three topics: 1) why appraisal interviews are held; 2) what information is exchanged; and 3) how the interviews are planned and conducted. The author advises supervisors to discuss administrative decisions with the employee in an annual meeting and to stress employee development and performance improvement in separate interviews held as often as necessary. The article emphasizes that interviews are more effective when the topics discussed are observable employee performance and results rather than more subjective assessments of personal qualities, skills, and knowledge, which lead to employee defensiveness. Specific guidelines are given to help supervisors draw out the employee's assessments of his or her own performance and plans for improvement. This two-way communication approach contributes to a positive discussion between supervisors and employees and is also appropriate when team members assess the performance of their peers.
Goodale
J G
JG
Philbrook, Goodale Associates, Houston, TX.
D003142:Communication; D004650:Employee Performance Appraisal / Q000592:standards*; D017408:Guidelines as Topic; D006801:Humans; D007400:Interprofessional Relations; D007407:Interviews as Topic; D007588:Job Satisfaction; D010348:Patient Care Team; D010559:Personnel Management / Q000592:standards*; D014481:United States