Considerations and skills for performance interviews.

At the end of the year and at the beginning of the year, performance appraisal will be another major event of enterprise management. How can we assess employees and how can we assess employees in order to improve their performance? The answer is obviously "assessment + feedback". Managers should rate the performance of employees, determine the performance of employees in the performance period, and then, based on the assessment results, communicate one-to-one and face-to-face performance with employees, and provide feedback on employee performance through formal channels, let employees have a comprehensive understanding of the good and bad aspects of their performance, so that they can do better in the next performance cycle and achieve the goal of improving performance. So what problems should managers pay attention to during performance interviews and what skills should they master to make performance interviews an opportunity to help employees improve performance? This article will talk about this issue. I. notes during interviews Generally, the performance of an employee has two sides: Positive and Negative performance, outstanding performance, encouraging performance, and insufficient performance. Therefore, performance interviews should also begin from both positive and negative aspects, it is necessary to encourage employees to carry forward their advantages and spur them to improve their shortcomings. 1) three points of special attention should be paid to positive performance interviews: 1. Sincere Sincerity is the psychological basis of interviews. When Facing employees, managers can neither be humble nor exaggerate. Through performance interviews, managers need to make employees truly feel that you are indeed satisfied with his performance. Your praise is indeed your true feelings, rather than "close". At the same time, through interviews, employees should also feel that you are helping them make progress, rather than taking the form to deal with things. In this way, employees will regard your praise and suggestions as encouragement and work harder in the future. In other words, your praise and praise must be "worth money ", it is not a matter of praise. It is not a matter of praise everywhere at any time. Instead, it is a matter of good faith. 2. Details We know that, in general, a person performs well and has no value. In this case, everyone will say that employees will not obtain any valuable information from them. Therefore, when praising and motivating employees, you must be specific and give your praise to them in a targeted manner. For example, if an employee adds a one-night shift to catch up with a plan, you cannot simply say that the employee has worked very hard and performed well, rather, we need to make specific things done by our employees special. For example, "Mr. Wang, you have added a one-night shift plan, and The leaders appreciate your professionalism, I am very satisfied with the preparation of the plan, the structure is very clear, and the logic is very rigorous, reflecting your level of writing and understanding." In this way, Mr. Smith will feel that not only has he been praised for working overtime, but also has been approved and appreciated in his plan. In comparison, the later part may be more motivating to Mr. Smith. 3. Constructive When managers put forward their own opinions and suggestions on the Performance of employees, they should not just point out the problem and stop, so they will not be helpful to the employees. Therefore, when managers point out that there is room for improvement in employee performance, they must also give their own improvement suggestions. For example, "Mr. Wang, I found that your time management skills need to be improved. In the past performance period, five times you failed to finish your work plan on time, resulting in passive work, your work process has been interrupted due to your planned extension, and other departments have complained about your work. I think you need to improve your time management skills. I Have A Courseware for time management. I will send it back to you. You can learn it by yourself. If you have any questions, contact me directly. In addition, I also ask you to list a time management skill improvement plan. We can do this together. My task is to help you improve your skills, so don't worry, if you need help, even if you tell me that I have discovered the problem, I will directly point it out to you. I hope that in a short time, you can learn the time management skills, arrange the time reasonably, and use the time in key areas ." 2) Pay attention to the following points for negative performance interviews: 1. Description without judgment Describe the shortcomings of the employee, and describe the employee rather than the person. You cannot make emotional judgments about employee failures because of employee deficiencies. In fact, people do not like others' comments, especially bad comments, which will lead to employees' dislike. While many managers like to make judgments on employees, they often unconsciously give out a large comment without scruples, regardless of how employees feel. This is a behavior that hurts employees' feelings. Here is a small example. For example, Mr. Wang of a certain organization drank a lot of wine in the afternoon and was discovered by Manager Liu, the supervisor at work, manager Liu scolded him and said, "Mr. Wang, why are you drunk and come to work?" In fact, this is a judgment, not a description. Maybe Mr. Liu just drank a few more drinks, not necessarily drunk. He walked a little bit, stood unsteadily, and didn't mean to get involved. Therefore, Manager Liu should say, "Mr. Wang drank a lot of wine, when I came to work, I stood unsteadily and ran into several tables. The files were all on the ground ". This is a description, which neither hurts employees' feelings nor leads to disputes between employees, because Manager Liu objectively describes Mr. Wang's drinking and going to work, as a result, it creates chaos in the office space. Such descriptive words can both be accepted by Mr. Wang and remind him to pay attention in the future. Do not drink alcohol at work, or create disorder in the workplace, because the Office does not like such behavior. 2. No criticism The performance interview aims to help employees improve their performance. Therefore, managers should avoid blaming employees, and the criticism can only lead to resistance and conflict. Therefore, managers must describe the consequences of employee behavior objectively, accurately, and without criticism. As long as you objectively and accurately describe the consequences of employee behavior, employees will naturally be aware of the problem. For example, "Mr. Wang, the data you reported this month has several errors. When I reported it at the office meeting, it was pointed out by the finance department manager, this seems that our department's work is not careful, which makes a bad impression. We hope to check the data several times next time to avoid similar errors." 3. Listener Many managers like to teach their employees when they face poor performance. They like to tell them how to do this. This is not desirable. In the performance interview process, the manager is responsible for taking the initiative rather than giving a speech. That is to say, the manager wants to listen more to the employee's thoughts, how the employee says, and how the employee thinks, listen to what employees want, instead of telling them what they want to do. It is helpful for managers to obtain real and detailed information from employees, so as to help employees analyze problems and put forward constructive suggestions for improvement. This is what managers need to do best. 4. Formulate Improvement Measures For employees' poor performance, the interview is only the basis for improvement, and the most important thing is the later improvement plan. Therefore, managers should discuss the next improvement measures with employees, both parties sign and confirm how to make improvements in future work together with employees and form written content. 2. Two important skills for performance interview Performance interviews are a management skill. They have the skills they can follow and are well mastered. They can help managers control the interview situation and promote positive development of interviews. Here are two tips for reference. 1. Best rules The so-called best feedback refers to the performance interview according to the following steps: ① Behavior description (describe behavior) ② Express consequence) ③ Solicit input (for comments) ④ Talk about positive outcomes (future-oriented) For example, Xiao Zhou of a marketing department of a company often makes a mistake in bidding documents. At this time, the supervisor can use the best rule to give feedback on his performance: B: The quotation for your bidding documents was incorrect on April 9, August 6. The unit price does not match the total price. This is the second time you have made an error in this regard. E: Your mistakes make the salesperson's work very passive and leave a bad impression on the customer. This may affect our winning bids and the relationship between our customers. S: Xiao Zhou, what do you think of this problem? What measures will be taken for improvement? ZHOU: I want ...... T: Very good. I agree with your suggestions for improvement. I hope that you will take the measures you mentioned in the future. The best rule, also known as the "brake" principle, refers to the process of asking employees for their ideas after a manager points out the problem and describes the consequences of the problem, managers should not interrupt their employees, "brake" in a timely manner, and then listen to the ideas of the employees in the form of a listener, so that the employees can fully express their opinions and give full play to the enthusiasm of the employees, employees are encouraged to seek solutions on their own. Finally, the Manager will make a summary. 2. Hamburger principle (hamburger approach) Hamburger approach refers to performing the following steps during performance interviews: ① Praise specific achievements and give sincere encouragement; ② Then propose the "specific" behavior to be improved; ③ End with a positive message and support. For example, "Mr. Wang, during the previous performance period, you have prepared training plans, training organizations, and training archives ...... Well done, not only completed the work according to the assessment criteria, but also made a lot of innovation, for example, put forward XX suggestions in XX work, these suggestions have played a very important role in training management of our company and are worth advocating ....... We talked about the good performance in your work. These achievements should be carried forward. In addition, I also found some areas for improvement in your assessment, such as training effect evaluation, this work has always been a difficult problem in our company. We have not done well in the past, and we have encountered this problem in your work. For example, many training courses have not been evaluated, and some training courses have been evaluated, however, they all stay on the surface, which makes training easy to take the form and is not conducive to improving the quality of employees. I would like to hear your views on this issue ". "I think so, training effectiveness evaluation ...." "Well, good. I agree with your thoughts on this issue. Should we include it in your improvement plan ?"... The role of the Hamburg principle is to remind managers that the performance interview function is to help employees improve their performance, rather than grasping the mistakes and shortcomings of employees. Therefore, praise the advantages and point out the shortcomings, then, it is the best interview path to be affirmed and encouraged. It is worth learning. Conclusion:Performance interviews are a successful opportunity for managers and employees. It is the responsibility of managers to help them improve their performance. Performance interviews are the only way to achieve this goal. Therefore, managers should pay attention to this work, because it is the shared benefit of both you and your employees!