 |  Interviewing: Principles and Practices, 10/e Charles J. Stewart,
Purdue University--West Lafayette
William B. Cash,
National Louis University--Evanston
The Performance Interview
Chapter Summary| Evaluate an employee’s performance on the basis of standards mutually agreed upon ahead of time. Apply the same objectives equally to all employees performing a specific job. Research and good sense dictate that performance, promotion, and problem issues are discussed in separate interview sessions. Performance review interviews should occur at least semiannually, while promotion, salary, and performance problem interviews usually take place when needed. Deal with performance problems before they disrupt the employee’s work or association with your organization. Select a performance review model most appropriate for your organization, employees, and positions.
For both employer and employee, flexibility and open-mindedness are important keys in successful performance review interviews. Flexibility should be tempered with understanding and tolerance of individual differences. The performance process must be ongoing, with no particular beginning or end. Supervisors and subordinates are constantly judged by the people around them. By gaining insights into their own behavior and how it affects others, both parties can become better persons and organization members. |
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2003 McGraw-Hill Higher Education