Lecture #8 – Employee Selection

MAY 29, 2024

Significance of Employee Selection:

 Selection is the process of choosing from a group of applicants the individual best suited
for a particular position and for the organization.
 If individuals are overqualified, underqualified, or for any reason do not fit either the job
or the organization's culture, they will be ineffective and probably leave the firm,
voluntarily or otherwise.

EXTERNAL
` ENVIRONMENT
INTERNAL
Recruited Individual
Rejected Applicant

Preliminary Screening

Review of Applications and

Résumés

Selection Tests

Employment Interviews

Pre-Employment
Screening: Background and
Reference Checks

Selection Decision

Offer of Employment

 Preliminary Screening - The basic purpose of preliminary screening is to eliminate

those who obviously do not meet the position's requirements.
 - Preliminary screening may take the form of reviewing for obviously unqualified
applicants with a brief interview, test, or only a review of the application or résumé
for clear mismatches.

Example of a Traditional Resume

Marianne Sanders
Current Address
4289 Tiger Bend Road
Baton Rouge, LA 71220
Phone: 555.565.5151
E-mail: [email protected]

Objective: To obtain an entry level position in accounting.

Education: McNeese State University
Bachelor of Science, Accounting.
Expected date of graduation, May 2015
GPA: 3.5/4.0

Experience: January 2013-Present Accounting Internship with McElroy.

Quirk, & Burch, APC (Accounting firm) Lake Charles,
LA

January 2011-December 2012 McNeese State University

Student worker (Financial Aid) Lake Charles, LA
 Assist full-time worker with office work.
 Help students complete financial aid question
forms.
Honors: Beta Gamma Sigma Honor Fraternity
Bata Alpha Psi Honor Fraternity
Pi Beta Lambda-Business Professionals
President Honor Role (Six times)

Personal: Hard working, goal-oriented, conscientious, positive

thinker,

Interests: Accounting, physical fitness, traveling, tennis

Software.

Software
Microsoft Office 2010, Excel, Word, PowerPoint, Windows
7, Proficiency:
Social Networking (Facebook, Twitter, Linkedin)

The Selection Process

Step 1: Completion of Application Form
- Application Date
- Educational Background
- Experience
- Arrests and Criminal History
- National Origin
- References
- Disabilities

Step 2: Initial Interview in the HR Department

- The first interview is preliminary, and its purpose is to eliminate
applicants who are clearly unqualified on the basis of their apparent
characteristics.

Step 3: Pre-Employment Testing

- They will enable an objective evaluation of applicants.
- Pre-employment tests are necessary to predict the quality of the job
candidate under certain circumstances.

Step 4: Reference/Background Check

- Organizations check the references of employees in a number of ways.
- The most common way is making a phone call.
o Employers find this method very practical and easy to do.
o It helps them identify unqualified applicants in a quick manner.
- Other alternatives are also used as long as they pertain to the job for
which one is being hired.
- Background checking is going beyond reference checks.
o It is a process whereby employers check the authenticity and
accuracy of the information provided by the applicant in his or
her resume, or during an interview.
- If it is later proven that an employee lied about his or her credentials or
falsified other personal information, the employer may eventually fire
the employee.
Step 5: Supervisor/ Team Interview
- After preliminary screening has been conducted, the job candidate is
deemed to be most qualified is endorsed to the unit or department that
sent notice about the vacancy, and ultimately undergo a final interview
with the unit or department manager.
 o A final decision is made and communicated to the Human
Resource Department

Step 6: Medical Exam/ Drug Test

- The pre-employment medical tests are administered to ensure the
company that the potential hire is physically able, with an overall
excellent health condition, and fit to perform any designated task.
o In other words, employers want assurance that the applicant
does not have any serious medical condition that will put him
or her, and other employees at risk.
- This is normally one of the final steps in the selection process and
done prior to a job offer.
Step 7: Hiring Decision
- Once all the above steps have been executed, it's time to make the final
hiring decision.
o Even though the candidate seems to meet the hiring
requirements, the hiring team should understand that the
decision should be based on the selection criteria and not who
has and not who has emerged as a frontrunner because of a
certain positive trait; otherwise, this could cause problems later
on.
o Thus, to ensure your final decision is truly objective, double
check your selection and hiring standards to make sure that the
job fits the person.

Step 8: Job Offer

- Now that a final decision has been made and the right match found, it
is time to make a job offer.
o Although verbal job offers are acceptable, it is smarter to have
a written one on hand complete with the provisions of the job
such as working conditions, compensation package,
relationships, and even culture.
- Have it signed by the candidate and a deal is closed.
Advantages of Selection Tests

 Customized tests can be a reliable and accurate means to predict on-the-job performance.
 Organizations use tests to identify attitudes and job-related skills that interviews cannot recognize.
 The cost of employment testing is small in comparison to ultimate hiring costs.
 They are a more efficient way to get at information that results in better-qualified people being
hired.
Limitations and Disadvantages of Selection Tests
 Selection tests may accurately predict an applicant's ability to perform the job, the "can do," but
they are less successful in indicating the extent to which the individual will be motivated to
perform it, the "will do."
 Employers should be aware that tests might be unintentionally discriminatory.
 Test Anxiety may affect the result of the candidate.

 Personality Tests - The aim of this pre-employment test is to gauge the person's
overall personality and behavioral traits.

Employment Tests
1. Cognitive Ability Tests Personality Tests
- Tests that determine general reasoning ability, memory, vocabulary,
verbal fluency, and numerical ability.
- A form of IQ tests and these measure the capacity of an individual to
learn at higher levels of difficulty.

2. Psychomotor Abilities Tests

- A test for the capacity to connect brain or cognitive functions and
functions of the body.
- Besides knowing a person's personality traits, managers also demand
the assessment of an individual's physical strength.

3. Job-Knowledge Tests
- Tests that measure a candidate's knowledge of the duties of the job for
which he or she is applying.
- Such tests are commercially available but individual firms may also
design them specifically for any job, based on data derived from job
analysis.

4. Job Performance and Work Samples

 - Tests that require an applicant to perform a task or set of tasks
representative of the job.
- A real test of validity, in the opinion of some experts, should be a
performance assessment.
- Take individuals to a job and give them the opportunity to perform it.

5. Genetic Testing
- Tests performed to identify predisposition to inherited diseases.
o However, such tests cannot tell whether a person is certain to
get the disease or when he or she would become ill.
o In addition, everyone has some disposition to genetic disease
and a genetic predisposition is not the same as a pre-existing
condition.

6. Polygraph Tests
- A polygraph is a type of instrument specifically used to interrogate and
investigate an applicant about certain events and determine whether if
the individual is telling the truth or lying when responding to
questions.
- May not be accurate due to certain factors.

7. Graphology/Grapho-Analysis
- Graphology refers to the analysis of the handwriting of a person and is
now also used to interpret a person's character, personality, and
emotional and intellectual capacity.
- A graphology expert obtains a handwriting sample and assesses certain
features such as slopes, size, and how the letters are positioned.

Job Interview - is a formal conversation between a job applicant and the employer’s
representative. It could be done either on a one-on-one style or with a
panel of interviewers. The primary aim is to assess whether the applicant
should be hired or not.
- It gives the employer a first-hand opportunity to find out about a job
candidate's work history, academic qualifications, growth and advancement
experiences, and other personal attributes that are seldom revealed in the
resume or curriculum vitae.
- The interview also gives would-be employees the chance to ask about the
company's processes and expectations.
- While there may be some doubts about its credibility, the interview will
remain a part of the selection process. Nonetheless, the interview may be
negatively influenced by personal and subjective judgments.
 Employment Interview
 Interview Planning - The physical location of the interview should be both pleasant
and private, providing for a minimum of interruptions.
- The interviewer should possess a pleasant personality, empathy, and the ability to
listen and communicate effectively.
- He or she should become familiar with the applicant's qualifications by reviewing
the data collected from other selection tools.
- As preparation for the interview, the interviewer should develop a job profile based
on the job description/specification.
- After listing job requirements, it is helpful to have an interview checklist that
involves comparing an applicant's application and résumé with the job description.
- Also, questions should be prepared that relate to the qualities needed in a person
being sought.

 Content of the Interview

 Occupational Experience - The interviewer will explore the candidate's knowledge,

skills, abilities, and willingness to handle responsibility. Although successful
performance in one job does not guarantee success in another, it does provide an
indication of the person's ability and willingness to work.

 Academic Achievement - In the absence of significant work experience, a person's

academic record takes on greater importance. Managers should, however, consider
grade point average in the light of other factors. For example, involvement in work,
extracurricular activities, or other responsibilities may have affected an applicant's
academic performance.

 Interpersonal Skills - An individual may possess important technical skills

significant to accomplishing a job. However, if the person cannot work well with
others, chances for success are slim. The biggest mistake an interviewee can make is
thinking that firms hire people only for their technical skills.

 Candidate's Role and Expectations - Although the interviewer will provide

information about the company, it is still important for candidates to do their homework.
Employees are also conducting background checks on companies.

 General Types of Interviews

  Unstructured Interview - has a tendency to be a bit unrestrained and free flowing,
comparable to a regular chat. However, it can at times be viewed to be very
investigative in nature because it allows for more questions to evolve during the
interview, which are normally dependent on the answers of the interviewees.
- The unstructured interview is often more time consuming than the structured
interview and results in obtaining different information from different
candidates.
- Compounding the problem is the likelihood of discussing ill-advised,
potentially discriminatory information.

 Structured Interview - This is when all questions are prepared beforehand.

- Structured interviews have uniformity, which means each person being
interviewed is asked the same set of questions in precisely the same order and
in precisely the same way.

 Behavioral Interview - The behavioral interview is an interview in which applicants

are asked to relate actual incidents from their past relevant to the target job. The
assumption is that past behavior is the best predictor of future behavior.
- Behavioral interviewers look for three main things:
 Description of a challenging situation
 What the candidate did about it
 Measurable results

 Situational Interview - Whereas the behavioral interview focuses on how an

individual handled circumstances in the past, the situational interview creates
hypothetical situations candidates would likely encounter on the job and asks how
they would handle them.

 Potential Interviewing Problems

 Concluding the Interview - When the interviewer has obtained the necessary
information and answered the applicant's questions, he or she should conclude the interview.
Management must then determine whether the candidate is suitable for the open position
and organization.
- If the conclusion is positive, the process continues; if there appears to be no
match, the candidate is no longer considered.
- Also, in concluding the interview, the interviewer should tell the applicant that
he or she will be notified of the selection decision shortly.
 Methods of Interviewing
 One-on-One Interview - In a typical employment interview, the applicant meets one-on-one
with an interviewer. As the interview may be a highly emotional event for the applicant,
meeting alone with the interviewer is often less threatening.

 Board (Panel) Interview - Several of the firm's representatives interview a candidate at the
same time. Companies use the board interview to gain multiple viewpoints because there are
many cross-functional workplace relationships in business these days Once the interview is
complete, the board members pool their evaluation of the candidate.
- This type of interview involves a group of interviewers who alternately pose
questions to a certain job applicant Typically, there are three to five
interviewers during the panel interview.

 Computer and Virtual Interviews - Virtual interviews, also known as digital or video
interview allows people to conduct an interview in an automated manner by conducting it
online. The interviewers use virtual interview as a standard way of assessing the potential of
the candidate.

 Stress Interview - In the stress interview, the interviewer intentionally creates anxiety. Most
interviewers strive to minimize stress for the candidate However, in the stress interview, the
interviewer deliberately makes the candidate uncomfortable by asking blunt and often
discourteous questions.
- The purpose is to determine the applicant's tolerance for stress that may
accompany the job.
- Knowledge of this factor may be important if the job requires the ability to
deal with a high level of stress.

 Realistic Job Preview (RJP) – Conveys both positive and negative job information to the
applicant in an unbiased manner. Many applicants have unrealistic expectations about the
prospective job they are seeking. An inaccurate perception may occur when interviewer paint
false, rosy pictures of the job and the company. This practice leads to mismatches of people
and positions.
- Conveys information about tasks the person would perform, and the behavior required
to fit into the culture of the organization. This approach helps applicants develop a
more accurate perception of the job and the firm.
 Inappropriate Questions - The most basic interviewing rule is this: "Ask only job-related
questions."
- Interviewers should inquire about the need for reasonable accommodations in
only a few situations. Also, the applicant may voluntarily disclose a disability
or even ask for some reasonable accommodation. Otherwise, employers should
refrain from broaching the subject.

 Permitting Non-Job-Related Information - If a candidate begins volunteering personal

information that is not job related, the interviewer should steer the conversation back on
course.
- To elicit needed information in any type of interview, the interviewer must
create a climate that encourages the applicant to speak freely.
- However, the conversation should not become too casual.

 Interviewer Bias - Often a problem that may arise in an interview is interviewer bias where
the interviewer makes assumptions about the interviewee that may be incorrect and lets these
biases influence the selection decision.

Types of Interview Bias:

1. Stereotyping Bias - Occurs when the interviewer assumes that the applicant has
certain traits because they are members of a certain class.

2. Contrast Effect - The performance of the previous candidate affects the

interviewer's perception of the performance of the next candidate.

3. Halo Effect - Occurs when the interviewer generalizes one positive first
impression feature of the candidate.

4. Horn Effect - Occurs when the interviewer generalizes one positive first
impression feature of the candidate.

 Lack of Training - Interviewers should be trained to have a job-related purpose for asking
each question. When the cost of making poor selection decisions is considered, the expense of
training employees in interviewing skills can be easily justified.
 Pre-Employment Screening and Background Checks

 Continuous Background Investigation - Background investigations are not just for pre-
employment anymore. Some employers are screening their employees on an ongoing
basis.
- People and events are ever-changing.

 Background Investigation with Social Networking - An increasing number of

employers are using social networking to conduct background investigations. Industries
most likely to conduct background investigations on applicants are those that specialize in
technology or that use sensitive information.

 Reference Checks - Reference checks are validations from those who know the applicant
that provide additional insight into the information furnished by the applicant and allow
verification of its accuracy.
- A possible flaw with reference checking is that virtually everyone can name a few
individuals willing to make favorable statements about him or her.

 Medical Test - The Philippine law explicitly states that all pre-employment examinations
should be rightful relevant to the needs of the job.
- The medical test should only be performed after the job offer has been made.
- In addition, the examinations must be required for all candidates offered the job.

 Drug Test - Drug tests are randomly administered to applicants who belong to specific
occupations.
- Urine, hair, saliva, and sweat testing are commonly used to detect signs of drug.

 Notification of Candidates - Management should notify both successful and unsuccessful

candidates of selection decisions as soon as possible.
- Any delay may result in the firm losing a prime candidate because top prospects
often have other employment options.
- Time constraints prevent firms from spending much time explaining decision to an
unsuccessful candidate.
 Lecture #9 – Performance Appraisal and Management
MAY 31, 2024

 Performance Management - A goal-oriented process directed toward ensuring that

organizational processes are in place to maximize the productivity of employees, teams,
and ultimately, the organization.

 Performance Appraisal - It consists of regular reviews of employee job performance and

productivity in relation to certain pre-established criteria and organizational goals.
- The past or current job of an employee is reviewed, evaluated, and eventually
kept on file as evidence to support management's future actions and decisions.
- Typically, performance appraisal is conducted annually or every six months or
maybe every quarter, or in a more shorter cycle such as weekly or bi-weekly.
It involves the following:
 Establishing job criteria
 Comparing and measuring actual performance vs. job criteria
 Communicating results to employees

Appraisal & Evaluation - they are technically the same but may differ in some contexts or
usages.

USES OF PERFORMACE
APPRAISAL
 Human Resource Planning
 Training and Development
 Career Planning and Development
 Compensation Programs
 Internal Employee Relations
 Assessment of Employee Potential
The Purposes of Performance Appraisal

 A central reason for the utilization of performance appraisal is measuring, correcting,

and improving employee work performance.

 It can also be used as a basis for employment decisions such as promotion,

termination, transfers, and demotion.

Performance Appraisal Diagram

Identify Specific
Performance Appraisal
Goals

Establish Performance
Criteria and Communicate
them to Employees

Examine Work
Performed

Appraise Performance

Discuss Appraisal with

Employee
 Establish Performance Criteria (Standards)

 Goal Achievement - The outcomes established should be within the control of the
individual or team and should be results that lead to the firm's success.
- Both parties should reach an agreement as to the employee's goals for the next
evaluation period and the assistance and resources the manager needs to
provide

 Improvement Potential - When organizations evaluate their employees'

performance, many of the criteria used focus on the past.
- The problem is that you cannot change the past.
- Therefore, firms should emphasize the future, including the behaviors and outcomes
needed to develop the employee, and in the process, achieve the firm's goals.

Fundamental Points to Consider in Creating Performance

Criteria

 Relevance to Company Strategic Goals - This is the degree to which performance

criteria relate to organizational goals.

 Failure to Include an Important Aspect of a Performance Standard – The

degree to which these standards cover the entirety of an individual's responsibilities.
- In the event that only a single criterion is measured and failed to include other
measurable and relevant performance measures, then there is criterion
deficiency.
- Hence, the more deficiencies there are, the more irrelevant the criterion
becomes.

 Inclusion of a “Should have not been there" Criterion - This means that the
performance criteria to be reviewed have been manipulated; hence, performance
results were wrongly influenced by a criterion measure "that should have not been
there".

 Reliability - This pertains to the stableness and uniformity of a standard or the degree
to which employees sustain a given level of performance over a period of time.
- This can be measured by associating two sets of rating done by only one rater
or by two different raters.
- Their evaluation would then be subject to comparison to determine its
reliability.
Evaluating Employee Performance:
 If there are numerous criteria to measure performance, there are also lots of
employees subject to appraisal.
 Evaluations is typically done by managers and departmental heads, self, peers, and
subordinates, and at times, through a 360-degree feedback.
 Each is approximately helpful for both administrative and developmental reasons.

Methods of Performance Appraisals

1. Managers and Department Heads / Immediate Supervisors - In this approach, the

managers or department heads rate the level of an employee's performance based on certain
traits that present the accomplishments and shortcomings of the employee.
- Then, the manager-rater communicates the results to the employee after which
both discuss improvements.
- Providing feedback on results must be immediate.

2. Self-Appraisal / Self-Evaluation - It is done by the employee himself who fills up an

appraisal instrument to assess his or her own job performance.
- Then, a feedback session transpires between the manager and the employee,
focusing on performance goals and career development plans.
3. Subordinate Appraisal / Upward Appraisal - This is a form of appraisal done by a
subordinate to his supervisor. This method has been practiced by most companies to
provide managers an idea on how subordinates perceive their leadership style, as well
as their interpersonal and conceptual skills.
- Nevertheless, to avoid possible complications, subordinate appraisal shall be
handed in anonymously.

4. Peer Appraisal - This method is done by an employee to another employee.

- In peer appraisal, fellow workers complete the evaluation form then submit to
the supervisor as basis for final appraisal.
- Although this method is seen as an exact way of determining worker behavior,
there is a risk that those receiving low ratings might retaliate against their
peers.
 5. Customer Appraisal – Customer behavior determines a firm's degree of success.
Therefore, some organizations believe it is important to obtain performance input
from this critical source.
- It is important to have employees participate in setting their goals and to
include only factors that are within the employees' control.

6. 360-degree Assessment - This appraisal technique gathers feedback from peers,

colleagues, and supervisors.
- It may also involve gathering different points of view from outside sources such as
the customers, investors, suppliers, and other stakeholders who are directly
communicating and interacting with the employee.

Problems in Performance Appraisal

 Appraiser Discomfort – Conducting PAs is often a frustrating task for managers • In fact, some
managers have always loathed the time, paperwork, difficult choices, and discomfort that often
accompanies the appraisal process.
- hassle in terms of time, paperwork etc. on the part of the appraiser

 Subjectivity of Performance Evaluations - A potential weakness of many PA methods is that they lack
objectivity. Although subjectivity will always exist in appraisal methods, employee appraisal based
primarily on personal characteristics may place the evaluator and the company in untenable positions
with the employee and equal employment opportunity guidelines.
- Rating errors reflect differences between human judgment processes versus
objective, accurate assessments uncolored by bias, prejudice, or other subjective,
extraneous influences.
- Human resource departments can help raters to minimize errors by carefully choosing
rating systems and to recognize and avoid common errors.
 Employee Anxiety - This may take the form of discontent, apathy, and turnover In a worst-case
scenario, a lawsuit is filed based on real or perceived unfairness.

- In general, nobody likes to relay bad news

Performance Evaluation Errors

1. Halo Effect - occurs when a supervisor gives an all-positive rating on the basis of one or more traits
and characteristics of an employee although the performance is below standard, thus ignoring certain
negative traits.

2. Horn Error - occurs when a supervisor sees only a particular negative trait of an employee and then
give the employee a low rating on all areas of his performance.
3. Central Tendency - Occurs when a supervisor sees only a particular negative trait of an employee and
then give the employee a low rating on all areas of his performance.
- Rating everyone as average
- Downside is it doesn't really give a lot of information to the company.

4. Contrast Error - This occurs when assessors compare an employee with other employees rather than to
specific, explicit performance.
- Such comparisons qualify as errors because other employees are required to perform
only at minimum acceptable standards.

5. Strictness - Occurs when a supervisor rates employee performance too low.

6. Leniency - Occurs when a supervisor rates employee performance too high.

7. Bias - The likelihood that the supervisor negatively rates employee performance on the basis of
age, sex, race, and other personal characteristics.

Characteristics of an Effective Appraisal System

Job-Related Criteria - The evaluation instrument should tie in closely to the

accomplishment of organizational goals.
- More specifically, evaluation criteria should be determined through job analysis.
- Subjective factors may be important. However, unless clearly shown to
be job related, they should not be used.

Performance Expectations - Employees must understand in advance what is expected of

them.
- How can employees function effectively if they do not know what they are
being measured against?
- On the other hand, if employees clearly understand the expectations, they
can evaluate their own performance and make timely adjustments as they
perform their jobs, without having to wait for the formal evaluation
review.
Standardization - Firms should use the same evaluation instrument for all employees in
the same job category who work for the same supervisor.
- Supervisors should also conduct appraisals covering similar periods for
these employees.

Trained Appraisers - A common deficiency in appraisal systems is that the evaluators

seldom receive training on how to conduct effective evaluations.
- Unless everyone evaluating performance receives training in the art of
giving and receiving feedback, the process can lead to uncertainty and
conflict.

Continuous Open Communication - Most employees have a strong need to know how
well they are performing.
- A good appraisal system provides highly desired feedback on a continuing
basis.
- Even though the interview presents an excellent opportunity for both
parties to exchange ideas, it should never serve as a substitute for the day-
to-day communication and coaching required by performance
management.

Conduct Performance Reviews - A time should be set for a formal discussion of an

employee's performance.
- Employees are severely handicapped in their developmental efforts if
denied access to this information.
- A performance review allows them to detect any errors or omissions in the
appraisal, or an employee may disagree with the evaluation and want to
challenge it.

Due Process - If the company does not have a formal grievance procedure, it should
develop one to provide employees an opportunity to appeal appraisal results that they
consider inaccurate or unfair.
- They must have a procedure for pursuing their grievances and
- having them addressed objectively.
- Systematic process

Legal Considerations in Performance Appraisal

  Perfect systems are not expected, and the law does not preclude supervisory
discretion in the process.
 However, the courts normally require an absence of adverse impact on members of
protected classes or validation of the process.

Culture and Performance Appraisal

 Special problems when translated into different countries' cultural environments.

 Different countries may have different criteria or different priorities for their appraisals.

Performance Appraisal Period

 Formal performance evaluations are usually prepared at specific intervals Even more
significant, however, is the continuous interaction (primarily informal), including
coaching and other developmental activities, that continues throughout the appraisal
period.

Employee Appraisal Interview

 Both employee and manager talk about employee performance and the major aspects
of employee development.
 Interviews should be planned and organized beforehand to give enough time to both
employee and manager to be ready for this dialogue.
 Conducting Emplyee Appraisal Interview
 Scheduling the Interview – It should be made clear to the employee as to what the meeting is
about. Employees typically know when their interview should take place, and their anxiety
tends to increase if their supervisor delays the meeting.

 Interview Structure – A successful appraisal interview should be structured in a way that allows
both the supervisor and the subordinate to view it as a problem-solving rather than a fault-finding
session.
- Certainly, the employee’s performance should be discussed, focusing on specific
accomplishments.
- Also, the employee should be assisted in setting goals and personal-development plans for
the next appraisal period.

 Use of Praise and Criticism – Some managers believe that they should focus only on negative
items However, focusing only on weaknesses has the potential to damage relationships with
subordinates.
- Praise is appropriate when warranted, but it can have limited value if not clearly deserved.
- If an employee must eventually be terminated because of poor performance, a manager's false
praise could bring into question the "real" reason for being fired Criticism, even if warranted,
is especially difficult to give. The employee may not perceive it as being constructive.
Give credit where the credit is due.

 Employees' Role - From the employees' side, two weeks or so before the review, they should go
through their diaries or files and make a note of all projects worked on, regardless of whether or not
they were successful.
- The best recourse for employees in preparing for an appraisal review is to prepare a
list of creative ways they have solved problems with limited resources.

 Concluding the Interview - The interview should end with specific and mutually agreed-on plans
for the employee's development.
- When management does its part in employee development, it is up to the individual to
perform in an acceptable manner.