Answer to Question 1
C
Answer to Question 2
Arrange the meeting area so the evaluator and the team member can sit face to
face, without a desk between them, or with both sitting at the same side of the
desk.
Make the area comfortable, with the right temperature and comfortable chairs.
Create a nonthreatening environment and display a supportive attitude.
Ensure that all relevant data about the team member is available.
Select for the interview only those accomplishments and problems relevant to
the discussion.
Focus feedback on the behavior rather than on the individual.
Get the team member to commit to future goals and set benchmarks for
accomplishment.
Ask team members for their opinions on work-related issues. Interviews are
two way streetsencourage continued conversation.
Allow for individual differences in the ratings. Don't compare an average but
competent team member with a superstar.
Evaluate honestly and carefully. Don't say, I don't like your attitude. It is
more appropriate to say, Your behavior shows that you seem to resent doing
the work that is asked of you. If that is true, you need to change your
behavior. Give specific examples.
Some questions encourage, while others limit. State questions so that the team
member will think and give detailed responses. Generally avoid closed-ended
questions that require yes or no answers. Actively listen, and avoid forming
conclusions on too little data.
An interview cannot be conducted only as a series of questions. It is
appropriate for the chef supervisor to add thoughts on various topics
discussed. This will be either confirmation or clarification of the team
member's understanding of the points discussed. Always allow the team
member ample time to respond to the questions posed.
Palatine process
Hearing process
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Steps in the process of translation (Part 2)