Definition
An appraisal interview, also known as an appraisal interview (MAG), is a regular or event-related communication between manager and employee. Here, personal and work-related topics are discussed. Typical topics include performance evaluations, feedback on performance and collaboration, upcoming changes, development opportunities, goals, and individual concerns.
Advantages
- Improved communication and trust
- Clarity on performance and expectations
- Promoting motivation and development potential
- Improve working atmosphere
- Strengthen employee retention
Types and occasions
- Institutionalized discussions: Regular intervals (e.g. every six months)
- Occasion-related discussions: Current event (e.g. conflict, decline in performance)
- Check-ins: Short, informal conversations without a fixed framework
Success
- Attitude: Openness, appreciation, trust
- Preparation: Collecting topics, target-actual comparison, discussion guide
- Follow-up: minutes, agreements, regularity
KOALA principle for the interview guide:
The KOALA principle can help to maintain a clear overview in conversation. Therefore, it can be useful to create a tailor-made guide for performance interviews on different occasions or to make it easier to keep a record. The letters in KOALA may refer to:
- K – Contact phase: Creating a pleasant atmosphere, greeting, small talk
- O – Orientation phase: Explain the course of the interview, clarify goals
- A – Analysis phase: Giving and receiving feedback, working in a solution-oriented manner
- L – Solution phase: Develop joint solutions, plan next steps
- A – Closing phase: clarifying open questions, recording agreements, adoption
General Tips
- Ask open-ended questions
- Active listening
- Honesty and appreciation
- Focus on the desired state
Rights and obligations:
Managers or employers have the right to order personnel interviews in accordance with §106 of the Industrial Code. For objective reasons, these interviews must take place during working hours at the usual place of work. Travel expenses are to be covered and are considered working time. Objective reasons are, for example, performance appraisals, instructions, non-compliance. Employees must participate except in the event of incapacity for work, termination, contract changes to the detriment or rejection. In the event of incapacity for work, an interview may be ordered under operational circumstances. Employees don't have to make immediate decisions. Third parties, such as works council members or lawyers, can be called in in the event of conflicts. External lawyers are permitted in special cases, e.g. in the case of no obligation to participate or a possible dismissal due to alleged criminal offences.
Result
In an appraisal interview, the leadership competence becomes apparent. As with many other tasks, planning, preparing and conducting an appraisal interview requires an increased amount of time. The time and effort a leader puts into this conversation signals appreciation for the employee – a crucial component of leadership. Although this time commitment is not insignificant, it is disproportionate to the cost in time and energy that conflicts, new hires and onboarding can cause. Therefore, the interview should not only include retrospective performance appraisals, but also the joint determination of individual development potential in line with the company's goals. Through this approach, the regular appraisal interview makes a significant contribution to various aspects of the company.
