During the Interview
The first step is to awaken interest, remembering what is intended with the interview and its rules of the game.
Both the interviewer and the interviewee must have prepared the analysis and provisional evaluation of each objective.
The interviewee presents the first objective's self-assessment, and the interviewer listens, asks, and takes notes.
In turn, the interviewer presents his evaluation, making sure that the other understands it and summarizes any agreements or disagreements that may exist.
The two go deeper, resolving disagreements, if any, to reach a final solution. It is advisable to seek agreement based on positions of equality and attitudes of collaboration.
This process must be repeated for each of the established objectives.
The Global Evaluation is then carried out, collecting the comments of greatest interest, transferring the agreements, the objectives of the next year, or the corresponding action plan.
Interview Coaching | Interview Coaching | Resume Review
Development of the interview
Within this phase, the following milestones or moments should be distinguished:
Introduction
At the beginning of the interview, the boss must remind the interviewee of the purpose of the meeting, emphasizing its role as a permanent monitoring system and as an ideal instrument to help them in their personal and professional development, always in a positive sense.
The interviewer has to ask himself questions such as:
- Do you try to avoid tension?
- Does it give the feeling that it is not a mere procedure?
- Does it generate a positive attitude?
- Does it predispose to dialogue?
- Does it give the impression of security?
- Does it start by highlighting the positive?
- Do you collect the necessary information?
- Do you take into account the opinion of the interviewee?
- Do you provide feedback information?
- Is it essentially focused on acting?
- Does it refer to concrete and observed facts and behaviors?
- Do you take into consideration the feelings of the interviewee?
Exploitative phase
The aim here is to discover the interviewee's ideas and impressions to check, from his point of view, how his work is going, what his successes have been, what his frustrations, and what kind of support he would need.
For the interview to meet the objectives that can be expected from it, it will help as already mentioned:
- Avoid interruptions.
- Establish a climate of trust.
- Conduct the interview.
- Center the interview indicating what the objective is.
- Focus on the main positive aspects of the work: preferably not highlight the negative.
- Refer to performances and behaviors, not to personality traits.
- Be specific when citing facts, don't generalize unsatisfactory behavior.
- Before starting your point of view, ask the interviewee about his.
- If the collaborator values his performance more favorably, ask him the reasons.
- Do not try to achieve the impossible.
- a pleasant experience or memory of a negative review.
- Inspire confidence in a suspicious and distrustful person.
- Turning an aggressive person into a collaborator.
- Cause a defensive person to criticize himself.
Something also useful and advisable is to use the so-called open questions such as, for example, the following:
- How do you think your performance has been throughout this year?
- What are your strengths?
- What do you like to do especially?
- What do you think should be improved?
- How could I help you improve?
- What goals do you propose in the medium term?
- One of the factors that will influence whether the interview serves the stated objectives is, without a doubt, the attitude that the boss may have throughout it, who must strive to:
- Maintain selective attention, which allows you to formulate cross-questions and thus respond to the interview script.
- Maintain the appropriate degree of empathy.
- Avoid premature judgments.
- Try not to interrupt the interviewee's speech.
Information phase
The interviewee will be informed about how their performance is perceived and must be transmitted in a clear, firm, and objective way, in a dispassionate, constructive way and emphasizing what the achievements have been, recognizing, likewise, the difficulties and points for improvement.
- Recognize achievements and reinforce behaviors related to company values;
- end the interview with a summary of the topics covered
- collect the content of the interview
- No hurry.
- The open interview is richer, although the more difficult interview.
Analysis phase
At this point, the basic concern will be IMPROVING PERFORMANCE. This can take the form of shifting responsibilities, breaking new ground, setting priorities, reorienting tasks, etc. Developing a creative exchange of views is very important to pave the way for these new actions.
- Decision-making phase
Together, as far as possible, it should be decided what measures will follow the evaluation: specific training, improving behavior with the environment, changes or modifications in priorities. It is important to end the interview with a shared agreement, avoiding impositions, confrontations, etc.
- Set performance commitments.
- Establish actions aimed at solving the problems detected.
- Make a final summary highlighting the critical points.
