Performance Appraisal Interview

This interview was conducted with Shandel Hall, a manger at Enterprise.

  1. Do you help the employees set goals to improve themselves before the next performance appraisal? If so, what are some common goals that are chosen? 

We set more goals as a team. For example, customer satisfaction is something that we are always seeking to improve. Many of the employees here are already part of our leadership program and have their own personal goals based off that program.

2. How do you tell your employees to prepare for performance appraisals?

We have our employees complete self-evaluation prior to performance appraisals. The mangers also fill out evaluations and these are both discussed with the employee.

3. How do you help employees feel comfortable (and not like they are in trouble for something) during their performance appraisals?

I think it’s important to build a strong relationship with the employees prior to the appraisals. They are more receptive to feedback and trust what you have to say.

4. What are some of the phrases and questions you use to invite change? Which types of phrases or wording to you avoid?

I always avoid the word failure. That is a harsh word that just bums employees out. I like to use the phrase “room for improvement.” This comes across in a more positive way that the employees respond well to. 

5. How do you stay consistent with your performance appraisals with each employee?

Prior to appraisals I pick three questions that I ask all employees. We also have a scale that helps use determine how to rate our employees while doing the manager evaluations. The scale helps us to stay consistent in our ratings. 

6. How do you work with employees that have scored unsatisfactory for multiple evaluations?

I haven’t encountered this problem yet, but I think that it might be necessary to set some goals and deadlines wit this employee and let them know that improvement is expected. If poor performance has been documented for multiple evaluations it might be necessary to terminate this employee.

7. How do you explain to employees that feel they have excelled more than what they were scored as on the evaluation?

I bring a copy of our scale that we use to do evaluations. I explain my reasoning to the employee. If they disagree I let them defend their view. Our performance appraisals are documented electronically and sent by email. It’s possible for the employee to mark that they disagree with the appraisal and why.

8. Do you feel it is beneficial to gather peer reviews to include in the performance evaluations? Why or why not?

I haven’t personally done it, but I think that peer reviews would be a good idea. I would be curious to see how their co-workers rate working with them. This might be something that I use in future performance appraisals. 

9. Do you use a rating system (I.e. poor, below average, average, above average, exceptional) or just let employees know how you think they’re doing (I.e. I like your work in this area, you’re a good employee)?

We have a rating system to help keep ratings consistent.

10. Do you believe it is effective to use a rating system to give employee feedback? Why or why not?

I think that it is effective. It keeps the evaluations consistent and prevents bias. It gives me an outline as to how I should rate each employees performance.

11. How do you discipline those who are doing poorly? How many warnings do they get?

Employees can receive verbal or written warnings. An employee can receive one verbal warning and up to three written warnings before they are terminated. Two managers are always present when written warnings are being done. It’s important that correct documentation takes place to prevent any lawsuits. 

I enjoyed doing this interview. It was interesting to hear how other companies to their employee evaluations. I have only ever had evaluations done with Intermountain. It sounds like Enterprise’s evaluation system is pretty similar. I like the format that was described and I think that used a rating system is absolutely necessary in preventing bias and inconsistent ratings. I also liked the idea of peer evaluations. If I am ever in a management position I will be sure to use a rating system and peer evaluations in my performance appraisals. 

Hiring Interview

Interview with Bailee Thackeray, Supervisor at UVU Dining Services.

  1. What do you look for in a resume- to decide whether you will interview that person or not? I look for job experience, skills related to the job, and if their schedule will fit the needs of the job. I also look to see if the resume is well formatted and without errors.
  2. What are the top 3 character traits you look for in future employees? I look for people who are trustworthy, dependable, and motivated. 
  3. What is the hardest part of the hiring process for you, and why? The hardest part of the process for me is weeding through candidates to find people who I actually want to interview. 
  4. Do you prefer one on one interviews or group interviews? I’ve only ever done one-on-one interviews. I’ve thought of having other employees meet and talk with the interviewees but have never actually tried it.
  5. Do you have key phrases that you look for in letters of recommendation? I don’t receive a lot of recommendation letters, but when I do I like to see that the person is trustworthy and dependable.
  6. What are some red flags you watch for while conducting interviews with possible employees? I watch to see if people are late to the interview. People need to be punctual with this job and being late is not acceptable. Many of the people that apply for these jobs are international students and English is their second language. I watch to see if customers and coworkers will be able to communicate well with them. 
  7. Do you use the same type of questions with every candidate, or are the questions led by their answers? I usually ask the person to tell me a little bit about themselves at the beginning. I’ll usually ask them about how they would handle a difficult customer or coworker. Sometimes I ask about why they want this job.
  8. What prejudices do you have that make it harder to be fair to all the candidates? How do you avoid letting this impact your decision? Ageism is something that I have to watch for. Younger students that are more familiar with technology do better at learning and running the register based on my past experience. I try to avoid this prejudice by being objective about their resume and interview and recognizing that I have this prejudice. Age is not an appropriate reason to not hire someone.
  9. How do you feel about hiring friends or family? I have hired friends and family members but they were employees already working in other departments. I would hire them as new employees only if they were the most qualified person for the job out of everyone I interviewed.
  10. Do you like when candidates bring portfolios? Why or why not? I don’t think that it is necessary because this job isn’t that specialized. I do like when people bring a copy of their resume though. I can read over the application material prior to the interview and take notes. 
  11. Do you approach interviews for different positions in a different way? Can you give an example? Like I mentioned before, the jobs I hire for are not very specialized. Many of the employees cross train to different positions very quickly. When interviewing international students I have to ensure that they have a work permit already. If I am hiring a driver I have to make sure that they have a current and valid driver’s license. 

Response:

I thought that conducting this interview was very beneficial. Even though I interviewed someone who hires college students, it was still nice to see good qualities in employees. I think that hiring people with a good work ethic is a must in all positions. I thought it was interesting to hear about how interviews outside of healthcare are performed. It was also interesting to hear about someone else’s prejudices and how they overcome them when hiring.