Chapter 9 The Performance Interview

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. Chapter Summary New Visions for New Organizations Preparing for the Performance Interview Selecting an Appropriate Review Model Conducting the Performance Review Interview The Employee in the Performance Review The Performance Problem Interview Summary

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. New Visions for New Organizations Employee leadership and initiative are essential in the new world of work. Performance is the key to new thinking. Motivation is replacing discipline. Compensation has become more than salary and fringe benefits. The goal is to achieve a balance among all facets of the organization.

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. New Visions for New Organizations

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. Preparing for the Performance Interview Preparation Advice Supportive Climate is Preferred by Interviewees Regular Feedback Avoids Surprises Interviewers Must be Trained

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. New Visions for New Organizations

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. 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.

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. Selecting an Appropriate Review Model Person-Product-Service Model Behaviorally Anchored Rating Scales (BARS) Model Management by Objectives (MBO) Model Universal Performance Interviewing Model The 360-Degree Approach Force Choice Distribution

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. Selecting an Appropriate Review Model

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. Selecting an Appropriate Review Model

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. Selecting an Appropriate Review Model

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. Selecting an Appropriate Review Model Review Model Summary Select the method best suited to your situation. All models and approaches have the same goal— improved employee performance.

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. 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.

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. Conducting the Performance Review Interview Opening the Interview Climate and atmosphere are critical. Be prepared but flexible in opening the interview.

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. 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.

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. 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.

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. Conducting the Performance Review Interview Closing the Interview Close with the perception that the interview has been valuable for both parties.

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. Conducting the Performance Review Interview

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. 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.

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. 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.

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. The Performance Problem Interview Testing for Just Cause Did the employee violate reasonable rules or orders? Was the employee given clear and unambiguous notice? Was the investigation timely and fair? Were all employees given equal treatment? Is there proof and documentation?

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. 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.

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. 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.

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. 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.

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. The Performance Problem Interview Avoiding Conclusions During the Interview Be slow to draw conclusions. Do not verbalize conclusions during the interview.

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. 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.

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. 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.