Effective
communication skills for the appraisal interview
The
best technique for conducting a performance appraisal interview depends on the particular
employee’s characteristics. In general, supervisors tend to use one of four
methods, each of which has a slightly different objective.
The
objective of the tell-and-sell method is to
provide feedback to employees about their performance, gain their acceptance of the
evaluation and persuade them to follow their superior’s plan for improvement.
The tell-and-sell method tends to cause defensiveness, lack of trust and poor
communication. This approach might be appropriate if an employee has been resistant
to change when other approaches have been used or has little interest in participation.
The
objective of the tell-and-listen method is to
communicate the evaluation to the employee and then let him or her respond to it.
Supervisors describe their perceptions of an employee’s strengths and weaknesses and
listen to the employee’s feeling about the evaluation without refuting an
employee’s objections. The tell-and-listen method leads to a better
understanding between supervisors and subordinates than does the tell-and-sell method, but
it does not necessarily create employee commitment to improving performance.
The
objective of the problem-solving method is to
help employees identify their performance deficiencies and encourage them to initiate a
mutually agreed upon plan for improvement. Problem-solving interviews are best
suited for coaching and development. Supervisors may need training on performing
one.
The
mixed interview uses the tell-and-sell method
for evaluation and the problem-solving method for development. The goal is to
improve employee performance and superior-subordinate relations while setting clear goals.
After completing the performance evaluation, supervisors usually conduct an in-person interview to provide feedback to the employee. To conduct the appraisal interview effectively, managers should hone interpersonal communication skills.
Communication Skills for the Appraisal Interview
|
Skill |
Benefit |
Description |
|
Nonverbal
attending |
Suggests
interest and active listening. |
Evaluator
sits with a slight forward, comfortable lean of the upper body, maintains eye contact and
speaks in a steady and soothing voice. |
|
Open
and closed questions |
Appropriate
use of questions can ensure an effective flow of communication. |
Open
questions encourage information sharing and are most appropriate early in an interview or
in complex, ambiguous situations. |
|
Paraphrasing |
Paraphrasing
can clarify and convey to the employee that you are listening actively. |
A
paraphrase is a concise statement in your own words of what someone has just said.
It should be factual and nonjudgmental. |
|
Reflection
of feeling |
Shows
that you are trying to understand the emotional aspect of the workplace. The empathy
can open up communication. |
Similar
to paraphrase, a reflection of feeling is a factual statement of the emotions you sense
the other person is feeling. Be cautious about using this technique insincerely or
with those who need professional help. |
|
Cultural
sensitivity |
Communication
is more effective when you are sensitive to cultural differences. |
Pay
attention to cultural differences that may influence how another person communicates and
how you might communicate with others. |
|
Adapted
from “Effective Communication in the Performance Appraisal Interview: Face-to-Face
Communication for Public Managers in the Culturally Diverse Workplace,” Public
Personnel Management 27 and Counseling and Psychotherapy: Integrating Skills, Theory and
Practice (Second edition), ©1987 Prentice Hall. |
||
See also Communication Skill
Guideline:
Measures