BUSINESS EDU Conducting Effective Team Member Appraisal Interviews
– by Terry Cummins, OAM, Ph.D., CEO, Terrence Cummins International Business Coaching & Consultancy Terrence (Terry) is a diver, photographer, writer, and educator. Terry has a long list of prestigious awards and accomplishments, including an Order of Australia Medal for his contribution to scuba diving.
In the January edition of Scuba Diving Industry Magazine , I dis- cussed six characteristics of suc- cessful companies, including leadership, securing the right tal- ent, and performance monitor- ing. One of the most challenging tasks for any manager is guiding talent through the ‘staff appraisal
Employees take feedback seriously, and a poorly executed appraisal can damage job satisfaction. Research should in- clude input from other team members and customers. Pre- pare structured discussion points that highlight strengths and areas for improvement. Fact-Based Feedback and Constructive Criticism: Keep discussion points fact-based and manageable. Vague criticisms lead to defensive responses. Instead of saying, “You are late to work a lot,” say, “Last month, you were late to work on twelve occasions.” Clearly outline what needs improvement, set a realistic timeframe, and frame the conversation constructively. For example: “Our early morning customers rely on quick service. Let’s work to- gether over the next month to improve punctuality and en- sure we meet their needs.” Choosing the Right Setting and Timing: Consider
process,’ which usually takes place in an interview. While necessary for business success, this process carries risks that can harm employee relations and impact retention if not handled well. Here are some key strategies for conduct- ing effective team appraisal interviews – insights that are also useful for employees undergoing their own reviews. Scheduling and Preparation: The worst situation for
a manager is realizing on the morn- ing of the interview that an ap- praisal is due. These meetings are as important as any other major business engagement and should be scheduled in advance. A man- ager’s planner should provide re- minders to allow sufficient preparation. Similarly, employees should be notified well in advance, reinforcing that appraisals are more than just a formality. Companies set different appraisal intervals, but six-month reviews
the setting and timing of the inter- view. Limit discussions to about an hour. If issues remain unresolved, schedule a follow-up meeting with defined objectives. While most in- terviews should be private, in some cases, it may be useful to have a third party, such as a direct super- visor or HR manager. However, avoid having more than one addi- tional person to prevent over- whelming the employee. Creating a Positive Atmos- phere: Start the interview by em-
with shorter follow-up sessions tend to work well. Avoid scheduling back-to-back appraisals for an entire week, as this creates a tense and unproductive environment. Making Appraisals a Two-Way Conversation: A common but ineffective practice is managers preparing performance assessments unilaterally and asking employees to sign them. This eliminates meaningful feedback and re- duces engagement. Instead, appraisals should be a two-way conversation. The Five-Ps Principle: Planning and Preparation: Preparation is key. The Five-Ps principle – Planning and preparation prevents poor performance – applies here.
phasizing that the appraisal benefits both the employee and the company. Performance issues might stem from work- place factors outside the employee’s control, so ask if they have the necessary resources to meet expectations. A calm, constructive atmosphere is crucial. Employees should feel comfortable sharing concerns. Sensitivity is im- portant, but so is assertiveness when necessary. Employees should leave knowing that feedback is serious but intended to be constructive. Asking the employee to summarize key takeaways at the end ensures mutual understanding and aids documentation.
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