Answer to Question 1
The first step in beginning an appraisal interview is to give the team member a few days' notice
of the interview date so that he or she may prepare for it. Chef supervisors should preview
relevant data for the interview during this time period and select a time and a place for the
interview that will be private and free from interruptions. The spirit that should permeate this
interview is one of teamwork, a collaborative problem-solving approach. Traditionally team
members view a performance appraisal as an ordeal they must go through before they can find
out whether they will receive a negative or positive evaluation.
Start the interview by reinforcing the fact that the interview is very important. Next, help the
team member feel that the interview is a valuable, constructive, cooperative process by placing
emphasis on the team member's development. Avoid any impression that the interview was
arranged only for the purposes of warning or reprimanding. Assure the team member that its
purpose is to give constructive and objective feedback.
The interview portion of the performance appraisal should consist of a thorough review of the
team member's goals for the appraisal period, the degree to which these goals were
accomplished, and the setting of new goals for the subsequent period. The discussion should be
based on observed behavior and performance, not on the team member's personal characteristics.
Team members accept criticism when it is based on fact rather than vague remarks. This is where
the actual appraisal evaluation method is used. This may be by the BARS method, a graphic
rating scale, or a critical-incident appraisal method. Try to keep the interview friendly, natural,
and informal. Remember, the interview is also used to give positive feedback.
Answer to Question 2
True