How to Conduct an Interview

Getting Ready for the Interview

Conducting performance reviews that make a difference and are of value to the employee

require thorough prior preparation.  Consider the following factors.

1. Think about Time and Location

Pick a time of day convenient to both parties and schedule the meeting in an area where the door can be closed and the conversation kept private.  Consider also the arrangement of the furniture.  If possible, try sitting at a round table, or side by side with the employee, which helps equalize the situation and is more conductive to open communicate between supervisor and employee.

2. Complete all required paperwork in advance of the interview.

Make sure that you have reviewed all of your documentation and used it to complete the  performance appraisal prior to beginning the interview.  If you are going to consider the employee’s self-appraisal, leave the actual recording of the rating until you have given the employee time to provide input into the process.

3. Determine your approach.

It is a good idea to determine, prior to the time the employee arrives, how you will conduct the interview.  If the employee has completed a self-appraisal ask for it now.  The most straightforward method for proceeding with the interview is to start at the beginning and go through the job elements one at a time.  The supervisor compares his or her rating with that of the employee for each element, and then mutual agreement is reached on the rating for that element.  Adequate planning will help you feel prepared and confident as you begin the interview with the employee.

4. Plan your Closing

Remember, what you say last sticks with the employee as he or she leaves and returns to the normal working environment.  Plan to summarize the areas where the employee met or exceeded the standard.  Offer praise and encouragement, if appropriate.  Review areas of concern you may have with the employee’s performance.  End the interview by encouraging the employee to give some thought to areas where he or she did not meet, or minimally met the standard.  Suggest that the employee meet with you again  n one week’s time to complete a plan of action that will help the employee raise the level of performance in areas where acceptable standards were not met.  Plan to end the interview on a positive note, perhaps by conveying to the employee your appreciation for his or her contributions to the company.