IBSAR – INSTITUTE OF

MANAGEMENT STUDIES
KARJAT

ASSIGNMENT OF PMS –
APPRAISAL COMMUNICATION &
INTERVIEW

SUBMITTED TO
PROF. VIKRANT

SUBMITTED BY
SHWETA KELSHIKAR
MMS – III (HR)
ROLL NO - 35
APPRAISAL COMMUNICATION

A performance appraisal, employee appraisal, performance review, or (career) development

discussion is a method by which the job performance of an employee is evaluated (generally in terms of
quality, quantity, cost, and time) typically by the corresponding manager or supervisor. A performance
appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing,
and recording information about the relative worth of an employee to the organization. Performance
appraisal is an analysis of an employee's recent successes and failures, personal strengths and weaknesses,
and suitability for promotion or further training. It is also the judgement of an employee's performance in
a job based on considerations other than productivity alone.

Development Communication, has been alternatively defined as a type of marketing and public opinion
research that is used specifically to develop effective communication or as the use of communication to
promote social development. Defined as the former, it often includes computerized linguistics analysis of
verbatim responses to qualitative survey interviews and may, at times also involved consumer
psychological "right brain" (emotional) research techniques. Defined at the latter, it refers to the practice
of systematically applying the processes, strategies, and principles of communication to bring about
positive social change. As most providers of "communication development" research use proprietary
approaches that cannot be elaborated upon without revealing proprietary trade secrets, the remainder of
this article describes the latter definition.

Nonverbal communication (NVC) is the process of sending and receiving wordless messages. Language
is not the only source of communication, there are other means. Much nonverbal communication is
subconscious: it happens without thinking about it.

NVC can be communicated through gestures and touch, by body language or posture, by facial expression
and eye contact. NVC can be communicated through objects such as clothing and hairstyles. Dance is
also a type of nonverbal communication.

Speech contains nonverbal elements known as paralanguage, including voice quality, emotion and
speaking style, as well as prosodic features such as rhythm, intonation and stress. Likewise, written texts
have nonverbal elements such as handwriting style, spatial arrangement of words, or the use of
emoticons, such as:

Nonverbal communication has three main aspects: the situation where it takes place, the communicators,
and their behavior during the interaction

Communication Skills Training Objectives

* Raising Awareness
* Understanding Communication Dynamics
* Working with Body Language
* Dealing with Assumptions
* Working with Differing Points of View
* Understanding Patterns, Habits and Beliefs
* Developing Listening and Responding Skills
* Developing Individual Strengths and Qualities
* Understanding Active vs Passive Choosing
* Using Positive Reinforcement
* Conflict Management
* Being More In Charge
* Gaining Confidence

APPRAISAL INTERVIEW

STEPS TOWARDS A GOOD APPRAISAL INTERVIEW:

Here is some advice for supervisors that will contribute to a successful appraisal interview.

1. Stick to goals. Measure performance against previously discussed and agreed upon goals.

2. Do not discuss rewards. Make a statement at the beginning such as, “While this appraisal may be the
basis for a raise, we are getting together today to review performance past and present and then discuss an
improvement plan. Information about raises and promotions will need to come at a future time. We can
set up a date to discuss them at the end of this meeting.”

3. Consistently ask for the employee’s view throughout the discussion. By asking for the employee’s
view, the supervisor establishes the two-way nature of the performance appraisal process. The supervisor
learns how the employee feels about the work environment. This will very often provide important
insights into the employee’s job performance quality.

4. Listen to employee. The successful evaluation is a dialogue. The supervisor must be prepared to listen
to the employee, just as the supervisor expects the employee to listen. After all, the employee has a very
important stake in the evaluation. Also, the employee usually wants the evaluation to be a success: that is,
with the result that the employee will be more effective on the job.

5. Accept employee’s feelings. The employee may show signs of stress, anger, or disagreement. Accept
them. That’s not the same thing as agreeing or believing the feelings are justified. Accepting feelings (“I
acknowledge that you feel that way”) and proceeding with the meeting allows you to avoid getting into a
debate as to whether the reactions are genuine or justified. Move on.

PREPARATION FOR AN INTERVIEW :

Developing a Confident Approach

1. The interview should be productive – it should be a joint planning session and build on previous
appraisals and plans.
 2. The appraisal should help with understanding the role of managers who should also provide
guidance and advice.
3. Preparing for an appraisal interview – either written or thoughts – helps to assess the job, past
performance and individual requirements.
4. The appraisal interview is an opportunity for expressing views, comments and promoting
discussion about tasks, new responsibilities, new procedures and any training and development
requirements.

Preparing for an Appraisal Interview

Preparation is essential for both the appraiser and appraisee if the interview is to add value to shaping
objectives and performance. In preparing for the interview individuals should:

 Take some time to look at the benefits of the appraisal process and highlight their concerns
 Evaluate current job role in terms of purpose, skills required, changes which have happened and
may happen
 Assess past performance – what has gone well and not so well
 Consider training and development opportunities
 Think about career pathways both short and long-term
 Define the support required from managers or the organisation to help personal development

Dealing with Criticism

At times, there may be a need for criticism about certain aspects of work or performance – the purpose of
criticism should help individuals get better at their job. Here are some points to bear in mind when facing
criticism:

 Listen coolly without interruption

 Establish exactly what is being criticised (don’t accept vague generalities)
 Look at criticisms objectively – try to understand where the appraiser is coming from
 Don’t go on the attack, remain calm
 Do not offer excuses but explain
 Ask for and provide some suggestions to address shortcomings

After the Interview

 Make sure appraisal forms and documentation are completed

 Ensure copies are provided to the appraiser for comments
 Make sure objectives, plans and individual actions (including the appraisers) are understood and
agreed
 Regularly review actions and highlight areas of difficulty or clarification
 Discuss any changes to the job as they occur and the impact this may have on agreed objectives
and plans
 Focus on appraisal and objectives as ways for improving job satisfaction and performance

With a little bit of planning and preparation, appraisal interviews can provide an assessment of previous
performance, offer suggestions for improvement and development and boost an individuals confidence in
carrying out their job in the future.