rate during the next evaluation period. The result of this phase of the discussion should be a list of two or three areas of strengths and weaknesses in performance and commitments from the employee and the supervisor (you) to an improvemenSTEPS TOWARDS GIVING A GOOD APPRAISAL INTERVIEW: Give specific feedback. Statements such as, “You’re doing a good job” and “You’d better shape up” are almost without value unless accompanied by specific feedback on what the employee is to continue doing or to stop doing. If you evaluate with the word “positive,” describe how the employee manifests that characteristic. If you say that the employee “shows initiative,” talk about specific occasions on which the employee did indeed take the initiative. If in your appraisal you must deal with other vague adjectives such as “cooperative,” talk about instances in which the employee has worked well with others.

STEPS TOWARDS GIVING A GOOD APPRAISAL INTERVIEW: Outline aspects of performance where improvement is needed. Clarify areas in which you both agree there is a need for improvement. Jointly plan ways to make these improvements. Focus upon just two or three performance areas in which to concentrate during the next evaluation period. The result of this phase of the discussion should be a list of two or three areas of strengths and weaknesses in performance and commitments from the employee and the supervisor (you) to an improvement

ontinue doing or to stop doing. If you evaluate with the word “positive,” describe how the employee manifests that characteristic. If you say that the employee “shows initiative,” talk about specific occasions on which the employee did indeed take the initiative. If in your appraisal you must deal with other vague adjectives such as “cooperative,” talk about instances in which the employee has worked well with others.

STEPS TOWARDS GIVING A GOOD APPRAISAL INTERVIEW: Outline aspects of performance where improvement is needed. Clarify areas in which you both agree there is a need for improvement. Jointly plan ways to make these improvements. Focus upon just two or three performance areas in which to concentrate during the next evaluation period. The result of this phase of the discussion should be a list of two or three areas of strengths and weaknesses in performance and commitments from the employee and the supervisor (you) to an improvemen

ed take the initiative. If in your appraisal you must deal with other vague adjectives such as “cooperative,” talk about instances in which the employee has worked well with others.

STEPS TOWARDS GIVING A GOOD APPRAISAL INTERVIEW: Outline aspects of performance where improvement is needed. Clarify areas in which you both agree there is a need for improvement. Jointly plan ways to make these improvements. Focus upon just two or three performance areas in which to concentrate during the next evaluation period. The result of this phase of the discussion should be a list of two or three areas of strengths and weaknesses in performance and commitments from the employee and the supervisor (you) to an improvemen

line aspects of performance where improvement is needed. Clarify areas in which you both agree there is a need for improvement. Jointly plan ways to make these improvements. Focus upon just two or three performance areas in which to concentrate during the next evaluation period. The result of this phase of the discussion should be a list of two or three areas of strengths and weaknesses in performance and commitments from the employee and the supervisor (you) to an improvemenrate during the next evaluation period. The result of this phase of the discussion should be a list of two or three areas of strengths and weaknesses in performance and commitments from the employee and the supervisor (you) to an improvement program.

STEPS TOWARDS GIVING A GOOD APPRAISAL INTERVIEW: 1. Get commitment to change. Don’t conclude the session without the employee acknowledging the specific improvements you have agreed upon and committing to dates, review meetings, and follow-up times. 2. Do not rush: allow sufficient time. The review should be open-ended. Take as long as you believe is necessary to discuss past present and future performance issues and to get agreement on what is to happen. 3. Set a follow-up date. Set a follow-up date to evaluate progress in achieving the objectives. Don’t wait until the next appraisal discussion. Instead, set a specific date when you will meet again to evaluate progress on the object-wives. 4. End on an encouraging note. Show the employee that this is the beginning of a better future toward which you are both working.