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    Post Appraisal Interview

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    Nidhi D
    The document discusses post appraisal interviews, which involve a supervisor meeting with an employee after evaluating their performance. The purpose is to provide feedback on strengths and weaknesses, set goals for improvement, and recognize good work. There are three common types - "tell and sell", "tell and listen", and "problem solving". Effective feedback should be descriptive, specific, directed at changeable behaviors, honest, and well-timed. However, presenting negative feedback can be risky and unpleasant for both parties.

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    Post Appraisal Interview

    Uploaded by

    Nidhi D
    2K views3 pages
    The document discusses post appraisal interviews, which involve a supervisor meeting with an employee after evaluating their performance. The purpose is to provide feedback on strengths and weaknesses, set goals for improvement, and recognize good work. There are three common types - "tell and sell", "tell and listen", and "problem solving". Effective feedback should be descriptive, specific, directed at changeable behaviors, honest, and well-timed. However, presenting negative feedback can be risky and unpleasant for both parties.

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    Post appraisal interview

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    The document discusses post appraisal interviews, which involve a supervisor meeting with an employee after evaluating their performance. The purpose is to provide feedback on strengths and weaknesses, set goals for improvement, and recognize good work. There are three common types - "tell and sell", "tell and listen", and "problem solving". Effective feedback should be descriptive, specific, directed at changeable behaviors, honest, and well-timed. However, presenting negative feedback can be risky and unpleasant for both parties.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    2K views3 pages

    Post Appraisal Interview

    Uploaded by

    Nidhi D
    The document discusses post appraisal interviews, which involve a supervisor meeting with an employee after evaluating their performance. The purpose is to provide feedback on strengths and weaknesses, set goals for improvement, and recognize good work. There are three common types - "tell and sell", "tell and listen", and "problem solving". Effective feedback should be descriptive, specific, directed at changeable behaviors, honest, and well-timed. However, presenting negative feedback can be risky and unpleasant for both parties.

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    Post Appraisal Interview

    In the final step of appraisal, the employee and his superior review and discuss
    the evaluation, usually referred to ‘performance appraisal interview’.

    Performance was appraised before the interview; the interview is just


    the means of giving the employee the results and feedback. Thus called post
    appraisal interview.

    Post appraisal interview refers to the process of giving information to a worker


    regarding performance level with suggestions for improving future performance.
    It is also called performance feedback.

    In this, supervisor typically sits down face to face with the worker and provides a
    detailed analysis of the worker’s performance, giving positive, constructive
    criticism and suggestion and guidelines for improvement.

    OBJECTIVES

    According to Maier, post appraisal interviews have various objectives:-

     To let the subordinates know where they stand.


     To recognize their work.
     To develop and train them for higher job.
     To point out how and where they can improve.
     To develop them in their present job.
     To let them know how they may progress in the company.
     To warn some employees that they must do better.

    Maier describes three types of appraisal interview-

    Tell and Sell: It is appropriate for new and young employees who are
    inexperienced and insecure and who want the assurance of an authority
    figure.
    It can result in stifling upward communication and runs the risk of
    developing “yes” man.

    Tell and Listen: In this, superior typically starts off by covering the strengths
    and weakness of the subordinate. The second part is devoted ore to
    thoroughly exploring the subordinate’s feelings about the evaluation, the
    superior assuming a rather non-directive role during the interview.

    The Problem Solving Interview: It is more directed toward establishing a


    mutual interest between the interviewer and the subordinate with the view
    toward employee development in a constructive, problem-solving manner
    with little emphasis on the appraisals as such.

    One problem with this approach is the possible conflicting dual role of the
    supervisor as both judge and helper.

    Guidelines for effective performance feedback

     Feedback should be Descriptive rather than evaluative


     Feedback should be specific rather than general
     Feedback should be directed toward behaviour that the worker can do
    something about or is able to change
     Feedback should be honest rather than manipulative and self-serving
     Feedback should be not used as an opportunity to criticize or to find
    fault with the worker. It should be a natural process in the ongoing
    superior - subordinate relationship.
     Feedback should be well timed.

    Providing performance feedback is often unpleasant to both superior


    and subordinate. Unless being pressurized by organizational policies and
    controls, managers are likely to ignore this responsibility. Because-
    There is always some risk of confrontation between managers and
    employees when presenting negative feedback.
    Many employees do tend to become defensive when their weaknesses
    are pointed out. Instead of accepting the feedback as constructive and a
    basis for improving performance , some criticize the manager or
    redirect blame to someone else.
    Employees tend to have an inflated assessment of their own
    performance. Statistically speaking, half of all employees must be
    below-average performers but the average employee’s estimate of his
    or her own performance level generally falls around the 75th percentile.

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