Well now, isn’t it true that you as an employer want to make optimum use of the capacities and potential of your staff? After all, this also improves the primary process and operational management. The conversation cycle contributes largely to this. Moreover, with the help of this cycle you not only identify the bottlenecks for the employee, but also those within the departments and the company as a whole.
The planning interview was discussed in the previous issue. The next interview within the interview cycle is the performance review.
During a performance appraisal interview, part of the year is usually discussed, so half a year between the planning interview and the appraisal interview, for example.
Just like the planning interview, a performance interview is also a two-way street. In other words: it is also the intention during this conversation to talk about the employee himself and to see this as an equal discussion partner with the same amount of input.
Preparation
Just like the other interviews within the interview cycle, the performance interview must be well prepared. Ask yourself how the performance of the employee in question went during the past six months and collect facts. Check whether the employee is satisfied with the nature and level of the work. Check what the agreements were made during the planning meeting and find out how things stand. These agreements should, for example, be stated in the personal development plan. Find out how the collaboration with colleagues works and which factors can hinder the employee’s performance. Ask yourself what you have actually observed and what you expect from the employee concerned in the coming period up to the assessment interview. What does the future look like?
The target
Improvement of the employee is central to a performance appraisal interview. In addition, there is room for the employee to express the expectations that he has regarding his supervisor during the interview.
Points of attention
• Make conversations effective by applying good conversation techniques. Conversation techniques include active listening, summarizing, asking questions, thinking out loud and clarifying situations.
• It is effective to first discuss the employee’s vision with regard to his performance and then the vision of you as a manager to discuss.
• Make specific what you expect to improve in the coming period until the assessment interview and therefore what the employee will be assessed. Just like in the planning meeting, you can use the SMART method here (specific, measurable, acceptable, realistic and time-bound).
• When completing the interview, view the agreements made during the performance interview and then ask the employee how they experienced the interview.