The Performance Appraisal Interview

---

The performance appraisal meeting is a private, well-planned session designed to:

• Review the year's performance.
• Plan for the future. This includes the removal of any deficiencies, improving current skills, and expanding the employee' s personal and professional growth.
• Keep in mind the focus should be on the future. While speakers and writers differ slightly on percentages most will suggest that no more than 30% to 40% if the time should be spent on reviewing the past and at least 60% to 70% of the time should be spent focusing on the future.

Beginning the Appraisal Interview

Be sure to coordinate the meeting in advance, schedule the appropriate amount of time, and allow the employee time to review the evaluation prior to the meeting.

(Another option: You complete a rating sheet and have the employee complete a rating sheet. At the time of the interview, compare ratings and the reasons for them and complete the actual performance evaluation form).

To begin the interview:

• Greet the employee.
• Create a comfortable environment.
• Put the employee at ease.
• Start on a positive note.
• Communicate the reasons for the meeting: to provide feedback, to receive input, review the individual's performance, and plan for the future.

During the Meeting

Carry on a conversation with the employee; this should not be a one way monologue but rather a two way dialogue.

• Solicit the employee's comments and input; listen.
• Review the evaluation, the ratings, and the reasons for the ratings.
• Select and use appropriate interview / counseling / coaching techniques
• Encourage continued participation by the employee.
• Avoid the common rater biases in reviewing the evaluation.

Closing the Meeting

Like any good interview or meeting, conclude the meeting.

• Summarize the discussion WITH input from the employee.
• Summarize his/her plans for improvement/growth WITH input from the employee. This might include:

  § Removing/correcting deficiencies including retraining or "practice" plans and re-valuation.
  § Building upon strong areas.
  § Personal and professional development plans (often referred to as a personal growth agreement plan).

• Arrange for the follow up session as appropriate/necessary.
• Confirm employee's understanding of expectations.
• End the interview on a positive note.
• Be certain the employee leaves with a current and accurate job description and current, useful, and accurate performance expectations for the coming year.

Legal Implications of Performance Appraisal

The performance appraisal is viewed as a "test." It must be a "fair, objective, valid and meet the legal requirements commonly applied " in employment decision issues including job relatedness, validity, and reliability. Edwards (2005) wraps up his discussion of the legal implications of performance appraisal with the six requirements prescribed in the Uniform Guidelines of Selection Procedures.

Reading Assignment: Please read Chapter 8, pages 162-163, from the Fire Service Personnel Management textbook by Steven Edwards.

References

Edwards, S. Fire Service Personnel Management. 2nd ed. Upper Saddle River, N.J: Pearson Education, 2005.

 

---