appraisal interview

1. Appraisal
Interview
Submitted by:
Komal, Mihir,
Shobhit,
Akanksha

2. Introduction
2
An appraisal interview is a formal discussion
process between an employee and his/her
manager. It is one of the best ways for an
employee to increase productivity and change work
habits.
An appraisal interview gives the employee the
chance to shield himself/herself from poor
evaluation by the manager. It also gives the
manager an opportunity to spell out his/her
reviews. It helps the employees to determine
whether there is a need for training if they lack in
any particular skill and who will be promoted,
demoted, retained or fired.

3. “
Hence, an Appraisal Interview is a One‐on‐One
interview which:
• Takes place at least once a year
• Requires both parties to prepare for it
• Is semi‐structured
• Is carried out by the employee and the direct
supervisor using specific contents
3

4. 4
How does the Appraisal Interview
work
Why carry out an Appraisal Interview?
From the manager’s perspective
A manager’s success depends on how well an employee can carry out his or
her tasks. The Appraisal Interview enables the manager to fulfill his/her
leadership role. The manager
• Agrees on goals with the employee therefore providing the employee with
a direction to go to
• Facilitates important information regarding the University and/or the
organizational unit
• Evaluates goals together with the employee and conducts causal research
• Receives information regarding himself, his employees and organizational
unit (mutual exchange of expectations and desires)
• Assists and promotes his/her employees

5. 5
From the employee’s perspective
An employee’s success and career depend on how well he/ she
develops his/her skills and competencies , performance and job
satisfaction as well as how well he/she prepares for possible future
tasks and new requirements. The employee • Receives, via the
Appraisal Interview, a guideline on the basis of which criteria he/she
will be evaluated. • Receives feedback on his/her performance •
Receives information regarding the University and the organizational
unit • Can influence his/her area of work and set goals • Can get
information on possible paths for development, requirements and
training and can also voice his/her wishes regarding training.

6. 6
TYPES OF APPRAISAL INTERVIEW
• Tell-and-Sell Interview The skills required in the tell-and-sell interview include the ability to
persuade an employee to change in a prescribed manner. This may require the development of
new behaviors on the part of the employee and skillful use of motivational incentives on the part
of the appraiser/supervisor.
• Tell-and-Listen Interview In the tell-and-listen interview, the skills required include the
ability to communicate the strong and weak points of an employee's job performance during the
first part of the interview. During the second part of the interview, the employee's feelings about
the appraisal are thoroughly explored. The supervisor is still in the role of appraiser, but the
method requires listening to disagreement and coping with defensive behavior without
attempting to refute any statements. The tell-and-listen method assumes that the opportunity to
release frustrated feelings will help to reduce or remove those feelings.
• Problem-Solving Interview The skills associated with the problem-solving interview are
consistent with the nondirective procedures of the tell-and-listen method. Listening, accepting,
and responding to feelings are essential elements of the problem-solving interview.

7. Preparing for appraisal
7

8. 8

9. Performance
Appraisal
Interviewing
9
Preparing for the Appraisal
Conducting the Appraisal
Following Up

10. PREPARING
FOR THE
APPRAISAL
10
• Review Appraisees' Performance Appraisal
Forms to refresh your memory regarding the
Performance Measures
(Goals/Objectives/KPIs/Competencies) that
were agreed with them.
• Review their previous Appraisal Summary &
Performance Optimization Plans (POPs) to
see what was agreed that they should work on
improving. Did you do what you have
undertaken?
• Study their Performance Record Notes as
accumulated throughout the performance
period. Consult all other relevant records on
their performance.

11. 11

12. Use charts to
explain your
ideas
12
Preparation for the interview begins with completing the appraisal form.
The supervisor should allow enough time to complete the form carefully and
thoughtfully.
The supervisor should think about how the employee is likely to react to the
appraisal and should plan how to handle the employee’s reaction.
Also be ready with some ideas for how to correct problems noted in the appraisal.
Notify the employee ahead of the time of the interview.
Arrange for a private place to hold the interview.
Make arrangements to prevent interruptions.
This is a very important event for both the supervisor and the employee--treat it as
such.
In preparation for the appraisal interview, it is also useful for the supervisor to
review for himself or herself why appraisals are important for the organization,
department, and most of all for the supervisor to be competent at the job.
When the supervisor is convinced the performance is a positive enterprise and that
it can be a win-win situation, it will be easier to do the interview.
Preparing for a Performance Appraisal interview

13. 13
Guidelines for Conducting the Interview
● Begin the interview session by an attempt to put the employee at ease.
● A refreshment and small talk may help break the ice.
● Review the employee’s self-evaluation first, if there is one.
● Ask for reasons for the various ratings.
● Then the supervisor describes his or her evaluation of the employee.
● Start with an overall impression, then explain the contents of the appraisal forms.
● Most employees are waiting for the “bad news,” so it is probably most effective to
describe areas for improvement first.
● Then describe the employee’s strengths.
● Allow time for the employee to respond to the performance appraisal.
● The employee should be allowed to agree or disagree with the supervisor’s
conclusions, as well as to ask questions.
● It is important for the supervisor to keep an open mind and listen to the employee.
● After the interview is over, the supervisor continues to appraise performance.
● Training and coaching for improvement should ensue.
● The follow-up is an ongoing process.

14. 14
1. Every employee’s individual performance influences how all the team or even the
firm (especially if it is small) is doing.
2. It clarifies the employee’s role and status in the organization. Some workers like to
know where they stand regarding their job performance and want to see what
else (useful) they can do for the company.
3. Self-development is the most important benefit for the employee. Performance
appraisal allows you to provide positive feedback as well as identifying areas for
improvement. An employee can discuss and even create a developmental
(training) plan with the manager so he can improve his skills.
4. It motivates employees if supported by a good merit-based compensation system.
Best performers get better pay and benefits packages. Similarly, those employees
that lag behind get penalized.
5. It provides a structured process for an employee to approach the management for
discussions, identify problems, clarify expectations and plan for the future. It lets
both manager and employee set up long- and short-term goals
BENEFITS OF PERFORMANCE APPRAISAL INTERVIEW

15. 15
6. The statistics can be used to monitor the success of the
organization’s recruitment and induction practices.
7. Performance appraisal system also helps the management in
deciding about the promotions, transfers and rewards of the
employee.
8. It is easy to identify the under-performers and decide whether you
want to keep them hoping for improvement or sometimes have to
let them go.
9. Both manager and employee, keep performance appraisal records
and can retrospectively review the changes in the performance in
future.

16. 16
Conclusion
Surveys have shown that nearly 70% of the employees who leave
organizations cite the bad rating that they have got as the reason for
quitting and often voice their disappointment at the process in the exit
interview. Hence, there is a need for organizations to smoothen the
performance appraisal process and since the performance appraisal
interview is the first step; the beginning must be made well. Since the
career progression of employees depends on the ratings that they get, the
whole process must be taken seriously by all the stakeholders.

17. Thanks!
17