foreword
As the manager of the R&D department, in addition to completing the work of setting organizational and individual performance goals and leading the team to achieve the goals, it is also necessary to review performance, especially individual performance. Therefore, performance interviews have become one of the important tasks of grassroots managers. Through performance interviews, managers can directly communicate with employees face-to-face to increase understanding and trust; praise high performance, enhance the effect of target incentives, and improve employee morale; frankly communicate the reasons for low performance, find ways together, and stimulate backward progress; propose the next stage The goal of the work is to enable employees and the organization to grow together.
The attitude of the interview
During performance interviews, managers should not hold the mentality of "judgment" and "management", nor are they purely "servant", but represent the company, put down their posture (don't "hold"), and communicate with heart. For the interview, it is best for the manager to take the initiative to walk to the employee's seat to start the chat, so as to avoid asking the employee to come over or go to the conference room, which will cause the employee's nervousness and cause the employee to be unable to open. At the beginning of the conversation, employees may not say much because they are not used to or reserved, or say "nothing." At this time, managers should find some topics (which can be true or false) through the current situation of employees learned from their usual observations of employees. work), and talk about performance after the employee relaxes.
time selection
The time for performance interviews can be determined according to the company's working methods, generally according to the monthly or project version cycle. Personally, I don't think there should be more than a month between interviews.
Personnel selection
It is best for managers to have performance interviews with everyone in the department. If there are too many people to talk to, they can choose some people to talk to. When choosing to interview employees, don’t just choose low-performing or high-performing employees, but a combination of high, high, and low. Don’t let employees think that when managers talk about performance, they are looking for bad employees.
Interviews are also a way to learn more about an employee's communication skills, especially for new employees who are on probation. So new employees are sure to talk.
Choice of interview content
The previous article talked about some entry points, which can be discussed very broadly, with the goal of enhancing understanding, feelings, and helping individuals to open up. I have talked about employee lovelorn, buying a house, re-education, or transportation to work. These contents are actually not unimportant. I once found the objective reasons for low performance because I talked about the employee’s brokenheartedness, childbirth and no one to take care of it, and predicted the employee’s resignation based on its continuous situation. I think good managers should understand their employees in every detail.
In the face of high-performing employees, first of all must be praised, and then discuss the reasons for high performance (the discussion here refers to the need for employees to express themselves), and then put forward the organization's future expectations for him, and where he can continue to improve. of. It is also necessary to discuss personal development in the future, and tell the employee that his development is consistent with the development of the organization, and then you can set some staged goals, which will be gradually recalled when you talk later. At the end of the interview, you need to ask the employee if he has any questions to ask or if he has something to say, so that the employee can take the initiative to express it.
In the face of low-performing employees, first of all, we must take the initiative to give the reasons for his low performance, and then see whether the employees approve or not. If they do not approve, they need to be explained by the employees themselves. In principle, managers should not deny their own performance conclusions, otherwise they should reflect on the lack of performance evaluation methods or processes. After both parties agree on the performance results, they need to jointly explore the causes and solutions of low performance. Pay attention to analyzing the relative position of employees' individual performance in the team. Some employees can do better than before, but there is still a gap compared with other employees in the team, which may be the reason for low performance. Through this kind of conversation, employees can recognize their position. Some low-performing employees with poor psychological tolerance may choose to resign because of this. This is not a bad thing, and the organization itself needs continuous optimization. Other conversations were similar to high performers.
The interview of employees with mid-level performance is similar to the previous two, and it can be neutralized.
When discussing future growth, pay attention to employee attitudes and goals. Generally speaking, people who work in IT will pay more attention to personal development (haven't worked in other industries, so don't jump to conclusions about other industries), and they can express themselves actively to seek help and approval from the company and their bosses. . Some people may not care much about personal development or have a "mixed" mentality, and may be vague or contradictory when talking about these contents. Managers need to be mindful of the career "ceilings" these employees may encounter in the future.
Summarize the interview
After the interview is completed, it is necessary to organize the records in time to facilitate long-term observation of a person, and to review the content of the interview later to see whether the goals set at the beginning have been achieved. The summary of the interview content can be shared with human resources and project managers, so that they can understand the employees and make reasonable follow-up and work arrangements for the employees.