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Active Performance Appraisal Conversation
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Appraisals Home » Active Performance Appraisal Conversation
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Active conversation plays an important part in the performance review meeting. The appraiser should ensure that the meeting has a two way conversation and that the employee should get a fair chance to speak. The “manner” of giving the feedback of the performance of the employee is very important. The conversation should have an optimistic and motivating tone. | |
Some important points that should be taken care of in the appraisal conversation are:
- Make it a two-way conversation. An effective Performance appraisal review requires an interactive discussion with an open agenda. Try to formulate questions that seek the employee’s ideas and input. This will help the employee feel you value his or her opinions. Give the employee a fair chance to put forward his ideas; let him speak.
- Be a good listener. Remember to be an active listener and to pick up on your employee’s verbal and nonverbal cues. Listen to his ideas and problems.
- Address what’s important to the employee. Since job satisfaction is the most important factor affecting an employee’s attitude (and therefore his or her level of performance and value to your company), an effective review should delve into areas that include issues most important to that employee.
- Lead with the positive. It’s important to reaffirm the employee’s strengths at the beginning of the review. Since job security is the number one concern of most people, the performance review is a good time to tell an employee how much you value their contributions to your business.
- Don’t be confrontational. It’s important not to criticize the employee in general terms. The goal is to evaluate job performance and not the person. A performance review that turns into a gripe session misses the opportunity to raise employee morale.
- Positive reinforcement – emphasizing what has been done well so that it will be done even better in the future and making only constructive criticisms (i.e. those that point the way to improvement).
- Exchange of views - Ensuring that the discussion involves a full, free and frank exchange of views about what has been achieved, what needs to be done to achieve more and what the appraiser think about their work the way they are managed and their aspirations.
- Agreement - jointly coming to an understanding about what has to be done by both parties to improve performance, knowledge and skills and overcome any work problems raised during the discussion.
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