Success lies in preparation. There is an English proverb: no plan is a plan failure. The old saying corresponding to China is "everything is established in advance, and it will be abolished if it is not foreseen". The main purpose of performance interview is to make subordinates' work performance more effective and the development of enterprises more sound through two-way communication between supervisors and subordinates. This process requires careful preparation by both parties in advance.
There should be enough time for conversation when preparing for the interview. Don't choose a time near work or a Friday in the city to ensure that the interview time will not be disturbed. According to the interview cycle, employee level and dialogue mode, the interview duration is also different. For example, the assessment cycle is longer and the interview time is longer; The higher the level, the longer the interview time. Generally speaking, the first interview takes a long time.
Geographical environment is very important for performance interview, because the environment will affect a person's mood. It is important to keep subordinates relaxed during the interview. You can choose a quiet and undisturbed environment. The interview location can be different according to the personality of employees. Generally speaking, the transparent glass meeting room is not the best place for an interview. Because the interview is related to the vital interests of employees, there will inevitably be excessive emotions. First, it is not conducive to confidentiality, and second, it will also make other employees resist interviews, which is easy to produce preconceived impressions.
Create an atmosphere of trust between the interviewer and the interviewer. Trust is the basis of communication, and subordinates can express their views more freely. When subordinates express their opinions, the supervisor should listen patiently, don't interrupt casually, and don't blame casually. Social psychologists have found that people like people who like themselves and people who are similar to themselves. When interviewing, don't sit across the table, which will easily lead to a sense of opposition between the two sides and open the distance between them. During the interview, the supervisor's body language is also very important, such as crossing his legs, yawning, stretching, digging his ears and nostrils with his hands, cutting his nails,
Put your hands behind your head, cross your arms, shake back and forth, and say "resolutely". If you can't listen to the interviewer carefully, the interviewer won't listen to you.
The story of three little golden statuettes tells us that God gave us two ears, but only one mouth, so we can be good at listening. Whether it is a head of state, the richest man in the world, or a tramp or a beggar, everyone is eager to gain recognition from others. To gain love and respect from others, we must know how to listen.
Lack of effective listening often leads to missed opportunities, misunderstandings, conflicts and poor decisions, or crises caused by problems not being discovered in time. The "28" principle tells us that in performance interviews, supervisors should avoid cramming persuasion, let employees talk 80% of the time, and need to listen patiently to their subordinates' real thoughts.
If the subordinate is a very expressive person, try to allow him to fully expose the problem; If subordinates don't like to talk, give them courage and encouragement. Supervisors should learn to use some specific questions to guide their subordinates to express their opinions more.
Encourage employees to talk more and keep silent appropriately; Ask some open questions; Ask questions according to employees' problems; Ask some imperative questions;
Use selective questions to tentatively find out some of their feelings hidden behind the conversation; Take the last point mentioned by employees as a problem; Don't chatter by yourself;
Don't use restrictive questions; Don't be subjective and arbitrary; Don't make suggestions casually; Don't criticize, laugh at or satirize the other person by calling him by his first name. Using data to show the results, the assessment results will be more convincing. These data include settlement rate, sales, salary, bonus, absence, lateness, expenses, completion of tasks and plans, customer service complaints, returns, work reports, etc. , are strong evidence of the supervisor's speech, and it is naturally difficult for employees to argue at will. For all kinds of indicators that can be displayed quantitatively, quantitative assessment, making assessment results and publishing them can make employees clear the gap and stimulate their enterprising spirit, which is more comparable and convincing. Speaking with data and facts, managers need to do a good job of obtaining evidence at ordinary times. For example, supervisors should pay attention to the behavior of their subordinates, form the habit of recording at any time, and provide substantive information for performance interviews.
Try to avoid extreme words in the interview, including "always, never, never, completely, extremely poor, too bad, never, never, absolutely" and other strong words, such as "you are always careless about your work, always so-so" and "your performance this quarter is terrible" Use extreme words to describe the negative results: on the one hand, employees think that the performance evaluation conducted by the supervisor lacks fairness and rationality, thus increasing dissatisfaction; On the other hand, employees will be disheartened and doubt their abilities. Lack of confidence in establishing improvement plans. Therefore, the supervisor must stop using these words in the interview, use more neutral words and pay attention to using a relatively mild tone.
Don't let subordinates find "reasons" in the interview. In order to prevent subordinates from looking for "reasons" in the interview, the supervisor can use the following language: Let's see where the reasons are.
Do you want to find your own reasons? See how I can help you. What makes you think I don't support you? Maybe everything has a reason. What is the reason?
Don't you need to find some reasons for not doing this well? Your point of view deserves my consideration. Performance interviews vary from person to person. Because performance management is closely related to personal interests, it is always a good strategy for supervisors to understand the types of subordinates and adopt a one-to-one correspondence.