The Appraisal Interview
The Appraisal Interview
Preface by the Vice Chancellor for Human Resource Management at the University of Innsbruck What is an Appraisal Interview? How does the Appraisal Interview work? Topics of an Appraisal Interview Guidelines for preparing an Appraisal Interview between Manager and Scientific Staff Final Reports
Preface
Preface
Dear Colleagues, Quite frequently one is confronted with the view “Why should an Assessment Interview be carried out at all – we talk with each other all the time anyway?” One does not exclude the other. Daily communication at the work place is vital for factual cooperation, just as much as frequent talks during breaks. Both however cannot be a substitute for the purpose of an Assessment Interview.
For the successful conduction of an Appraisal Interview talking enough time for it (at least an hour) as well as choosing an appropriate, quiet location are vital. The structured outline of enables both, the employee and the manager, to look back on past performance as well as to agree on future goals and tasks. Due to the written form those agreements become verifiable and binding, while at the same time remaining confidential because of the four‐ eyes principle. No content of the interview (except agreed‐upon training measures) is passed on to third parties. The Appraisal Interview fosters trust and cooperation within the organizational unit and is valuable for all parties involved. The Appraisal Interview demands for mutual willingness for dialogue, joint evaluation and analysis of agreed‐upon goals and possible deviations. It enables the identification of potential areas for development together with appropriate training measures. The Appraisal Interview also facilitates the agreement on annual targets in regard to carrying out the
Preface by the Vice Chancellor for Human Resource Management at the University of Innsbruck What is an Appraisal Interview? How does the Appraisal Interview work? Topics of an Appraisal Interview Guidelines for preparing an Appraisal Interview between Manager and Scientific Staff Final Reports
Preface
Preface
Dear Colleagues, Quite frequently one is confronted with the view “Why should an Assessment Interview be carried out at all – we talk with each other all the time anyway?” One does not exclude the other. Daily communication at the work place is vital for factual cooperation, just as much as frequent talks during breaks. Both however cannot be a substitute for the purpose of an Assessment Interview.
For the successful conduction of an Appraisal Interview talking enough time for it (at least an hour) as well as choosing an appropriate, quiet location are vital. The structured outline of enables both, the employee and the manager, to look back on past performance as well as to agree on future goals and tasks. Due to the written form those agreements become verifiable and binding, while at the same time remaining confidential because of the four‐ eyes principle. No content of the interview (except agreed‐upon training measures) is passed on to third parties. The Appraisal Interview fosters trust and cooperation within the organizational unit and is valuable for all parties involved. The Appraisal Interview demands for mutual willingness for dialogue, joint evaluation and analysis of agreed‐upon goals and possible deviations. It enables the identification of potential areas for development together with appropriate training measures. The Appraisal Interview also facilitates the agreement on annual targets in regard to carrying out the