Why do performance interviews fail, and why do performance appraisals need to be interviewed?

First, managers don't pay attention to performance appraisals.

As Manager Liu said, "The HR department always gives us trouble!" "On the one hand, it is the norm for Chinese enterprises that managers do not pay attention to human resource management. In fact, enterprises are composed of different personnel, and human resource management is an important guarantee to ensure the efficient operation of enterprises, which is very important.

However, it is precisely because enterprise managers are not aware of this, but feel that doing performance appraisal and other behaviors is HR adding useless work to themselves, and then treat it negatively, resulting in the embarrassing situation of the human resources department in the current enterprise. On the other hand, it is precisely because managers do not pay attention to performance management and performance appraisal that they cannot play the role of performance management, let alone attract the attention of leaders, thus forming a vicious circle and eventually making performance appraisal a "chicken rib".

Second, managers are not adequately prepared.

Before the performance interview, the manager should do the following things: 1. Determine the interview time: choose the time when both parties have free time, try not to arrange it at the beginning of work or off work, try to avoid the hour point, consult the employee's opinion after confirmation, and notify the employee 3 days in advance; 2. Choose a good interview place.

Try to choose a place that is not disturbed, stay away from ** and other personnel, avoid being interrupted in the middle of the interview, and the venue is generally not suitable for an open office area, preferably a small conference room or reception room; 3. Prepare interview materials. Prepare employee evaluation forms, daily performance records of employees, regular work summaries of employees, job descriptions, salary changes, etc. Sort out the biggest advantages of employees at this stage and several deficiencies that need to be improved urgently, so that the interview is targeted; 4. Draw up the interview procedure, plan how to start and end, what to talk about first and what to talk about later during the interview, and the time allocation of each stage.

Obviously, Manager Liu in this case only gave a short notice on the same day, and there was almost no time left, so he could not communicate in depth and find problems. The preparation was very inadequate, and the desk was full of papers, which made people not feel like it was a very formal communication.

Third, there is a lack of recommendations for performance improvement.

Manager Liu only blindly reminded Xiao Zhang of his shortcomings, but did not further formulate suggestions for performance improvement. In this way, employees understand their own problems, but they still have no direction to improve, and the effect of performance feedback on work improvement cannot be realized.

Fourth, there is a lack of incentives.

In fact, it can be seen that Xiao Zhang still has a lot to praise in his work, but Manager Liu did not directly encourage him. This is bound to cause Xiao Zhang's dissatisfaction.

Fifth, there is no agreement on the results of performance appraisals.

When Manager Liu gave Xiao Zhang a score of 3, Xiao Zhang was not satisfied and felt that the score was low. However, Manager Liu had the final say, ignoring Xiao Zhang and not listening to Xiao Zhang's defense of himself. The lack of agreement between the two parties also led to the emergence of performance injustice, which led to this failed performance interview.

The performance appraisal interview is a very important part of performance management, which is the process of communication and communication between managers and employees about the performance of employees. The main purpose of the performance appraisal interview is to:

1.Understand employees' opinions and feedback: Performance appraisal interviews allow employees to express their opinions and feelings about the results of performance appraisals, and also allow managers to understand employees' opinions and feedback about the company and work environment, so as to better understand employees' needs and problems.

2.Confirm the employee's work performance: The performance appraisal interview allows the management to confirm the employee's work performance and performance score together, and discuss and explain the employee's work performance and performance score, so that the employee can better understand their performance and improvement direction.

3.Provide opportunities for improvement and promotion: Performance appraisal interviews can help employees understand their own performance and find their own shortcomings, so that employees can adjust their working methods and methods in a timely manner to improve their performance.

4.Define goals and plans: Performance interviews can help employees and managers work together to determine the next stage of work goals and plans, and develop corresponding performance improvement plans, so that employees can better leverage their strengths and improve their work performance.

An important part of performance management is the performance interview.

The so-called performance interview is that the leader and his subordinates review and evaluate the performance of the previous stage in the past, point out the deficiencies in the work, put forward suggestions for improvement, and put forward requirements for the next stage of work.

The performance interview is mainly to help subordinates improve their working methods and improve their work performance.

If your performance is poor, the leader will talk to you, and the topic of the conversation is more that the leader will point out your work shortcomings, analyze the reasons, and put forward the future work direction, work requirements, and work methods to help you improve your work performance in the future.

During the performance interview, you only need to listen carefully to the leader's conversation, learn lessons, summarize experience, and clarify goals and methods for future work performance improvement.

Performance interviews are a very important part of performance management. Through performance interviews, the communication and confirmation of the work situation between managers and subordinates are realized, and the strengths and weaknesses of the work are identified, and the corresponding improvement plans are formulated. The goal of performance appraisal is to continuously improve performance, and many companies do not pay attention to performance interviews in the implementation of performance appraisal, and the result is that performance appraisal does not play a role in performance improvement.

<> What Does a Performance Interview Mean?

How can you do more with less?

The two actions of the performance interview: creating a sense of formality and changing the framework.

How to get a performance interview.

2 Actions of Performance Interviews:

The purpose of communicating with employees is to make their work next year better than this year, so that Sun Rui's team can have better performance results in the future. Essentially, it is also to enhance transparency between the organization and its members, and to eliminate blind spots. It consists of 2 action essentials:

The performance aspect is included in the discussion = creating a sense of formality + changing the framework.

Action 1: Create a sense of formality.

Significance of time: communicate time in advance; Guide thinking questions and answer them.

Spatial significance: Interview in an independent, undisturbed, enclosed space.

Linguistic significance: Evaluation requires accuracy so that the other party can act in a targeted manner.

Action 2: Change the frame.

Let subordinates jump out of the daily trivial affairs and look at their work in the big picture. The company has a new strategic goal next year, a new positioning of the department in the whole company, and a new way of working.

How to get a performance interview.

It is divided into the following 3 situations:

The first situation: the leader is not serious, and the conversation goes through the motions. Observe whether there are leaders who are willing to lead people, and strive for transfer.

The second case: the level of leadership performance interview is not high. Anti-customer-oriented, take the initiative to initiate, such as asking him to give you a score.

Scenario 3: Have a performance interview with you in a very standardized format. Both sides attach great importance to it, and there is a high probability that there will be a good outcome.

Regardless of who initiated the interview, the goal of the interview was set around transparency. So, make it clear to the leaders of the representative organization that you have what you think. It is also possible to understand from the perspective of the leader what his position is in the whole "battle".

Knock on the blackboard: 1. The performance interview is not a final conclusion, but an opening for the future. On behalf of the organization, you will be able to increase transparency with your subordinates as much as possible and expand your understanding of future developments.

2. For performance interviews, it is necessary to create a sense of formality from time, space and content of the conversation. When designing a conversation, the actual performance score is just a "scaffolding", and it is important that you give your subordinates precise feedback and requirements.

3. The performance interview is a key moment for the team. Because this is related to everyone's vital interests, you have to give them a more complete cognitive framework at this moment when everyone's attention is highly focused.

The main roles of performance interviews in performance management are:

Evaluate performance. In the performance interview, summarize the work of the previous performance cycle, evaluate the gap between the plan and the results, define the achievement of performance, and communicate with the assessee about performance.

Improve performance. Provide guidance. Combined with the performance and behavior of the previous performance cycle, provide suggestions and guidance for the assessee.

Performance Interviews:Performance interviews are a very important part of modern performance management. Through performance interviews, the communication and confirmation of the work situation between superiors and subordinates are realized, and the strengths and weaknesses of the work are identified, and the corresponding improvement plan is formulated.

We are happy to answer for you: How to conduct an interview with an employee after performanceAnswer: Hello, Interview PreparationBefore starting a performance interview, we need to prepare for the interview in advance.

You need to prepare the following things: First, prepare the interview materials. For example, if it is a performance plan development interview, it is necessary to prepare the employee's job responsibilities, work plan and other materials; If it is a performance coaching and performance appraisal interview, it is necessary to prepare a performance responsibility letter and other materials; In the case of a performance feedback interview, you need to prepare materials such as the results of the employee's performance appraisal.

Second, prepare for the time and place of the interview. The interview needs to be conducted with sufficient time and relaxation, so that the communication between the two parties will be deepened, and if the interview is always interrupted by other things, the interview may not be effective; In addition, find a quieter and closed place, which can be a conference room or a closed personal office. Third, the topic of communication between the two parties.

For example, if you want to ask your employees any questions, prepare an outline in advance. At the same time, you should also inform the employees in advance of the information you want them to provide. Step 2:

It's important to make a good opening statement. The role of the opening statement is to build an atmosphere of mutual trust between the two sides. If the employee is wary of you, he will not cooperate with your interview, and the interview may not work very well.

Therefore, at the beginning of the ceremony, it is necessary to let the employees relax and gain their trust. How? The "empathy method" can be employed.

For example, if it is a performance feedback interview, you can say: "We have no special purpose in this interview, mainly for a problem that has occurred in a performance appraisal in the past, and we will find a solution together and make progress together!" In this way, the employee feels that you are thinking about him, and he will let down his guard and talk freely.

Socks closing step 3: Analyze the current situationThis step is mainly to understand the current situation of employees. If it's a performance plan interview, talk to the employee about the current work situation; If it is a performance coaching interview, then communicate with the employee about the actual progress of the work; If it is a performance feedback interview, then inform the employee of the actual performance appraisal results and the completion of various indicators.

When analyzing the current situation, we must take the facts as the basis and do not mix our own opinions. Thank you for your patience. The above is all my reply, if you are satisfied with my service, please give a thumbs up, and I wish you all the best!

In good shape!

As the subject of the assessment, you can put forward various possibilities of support that you expect the company to provide in your work, such as insufficient human resources, data support, and even public training to the company, etc., and the suggestions are mainly considered from the perspective of completing the work goal and improving your own ability.

The appraiser will fill in the performance interview record form according to the actual situation of the interview, and the human resources department will interview you. If you have insufficient human resources, you can put forward various possibilities of support that you expect the company to provide at work, and it is recommended to consider filling in mainly from the perspective of completing work goals and improving your own ability. After that, help you improve your work.

As the saying goes, we know how to assess the direction of professional real cross-industry experts: the number of job descriptions and the specific scope of responsibility.

The purpose of the performance interview is to make the subordinates understand their gains and losses in the past year, so as to use them as the basis for doing better or improving in the next year; The second is to provide a good communication opportunity for subordinates to understand the actual situation and difficulties in the work of subordinates, and determine the assistance that the company can give to subordinates; The third is to jointly study and discuss the future development plans and goals of the department, and determine how the company, supervisors, and individual employees will carry out these plans, and provide necessary suggestions and assistance.

In general, the focus of the review and discussion in the performance interview should include the following two points.

Feedback and affirmation. Supervisors should give formal feedback and positive affirmation to employees on their performance in the past year. Generally, the employee's job responsibilities are compared with the actual work performance of the employee to evaluate whether the employee's performance meets the requirements of the job duties.

In addition to job responsibilities, some companies will also use the principle of management by objectives (MBO) to set a year's performance goals at the beginning of the year as the standard for annual performance evaluation. In this way, during the performance interview, the supervisor can give feedback or recognition by assessing the degree to which the employee has achieved the goal.

Improvement and development. The so-called improvement and development means that the supervisor can work with his subordinates to formulate the direction and plan for the improvement of the next year on the part that has not reached the performance target or the part of the employee's insufficient skills, and discuss the future development with the supervisor and the subordinate for the part that is lacking in the performance or more expertise, and plan appropriate training and work to cooperate with the development of the subordinate.