What are some common performance management questions you should be ready to answer in an interview?

Some of the most basic questions at any performance appraisal are: - What are your biggest achievements for the year? - What helped you achieve them? - What were the challenges that you faced? - What can manager/company do to help with those challenges? - What are your main targets for the next 12 months?

If you don't define any starting point, people and organizations will be like leaves on a lake. If the wind does not blow, it stays as it is; if it blows, it moves. And where it moves is the direction the wind blows, not the direction it wants to go. In addition, you will not have the chance to evaluate the effort spent at the end of the process.

Goals of departments and individuals are created downwards from the goals of the organization. In this way, individuals understand the reasons for their existence in institutions, namely their purpose. Having SMART goals not only makes it easier for people to take responsibility for their goals, but also facilitates concrete follow-up in mid-year and end-of-year evaluations. Establishing goals and progressing through agreed upon goals with employees, especially individual goals; is the key to success.

I set goals that I am personally passionate about. When you are genuinely interested in achieving a goal, you are more likely to be motivated to put in the work to make it happen. Set challenging but achievable goals. Goals that are too easy will not be motivating, but goals that are too difficult are likely to lead to frustration and give up. Break down your goals into smaller steps. A large and overwhelming goal can be daunting, but breaking it down into smaller, more manageable steps can make it seem less intimidating. Track your progress. Keeping track of your progress will help you stay on track and see how far you have come. This can be a great motivator, as it will show you that your hard work is paying off.

After the goals of the organization, the goals of the manager and the goals of the employee are clarified separately. It is monitored at certain periods (monthly, 3-monthly, 6-monthly). In this way, while the targets are progressing under control, the detection of problem points becomes easier and the necessary actions can be taken in a timely manner - by including the relevant people in the process.

Giving and receiving feedback is generally not a popular or very well-done subject. Because humans are emotional beings, the words spoken, the facial expressions used, and the patterns of behavior sometimes cause the other person to shut down before the feedback even begins. First of all, before giving feedback, the intention of the person giving the feedback should be clear and positive. The reason why feedback is given must be explained clearly and transparently within the organization, and it should be stated that the purpose is to increase people's competencies and improve job performance through learning.

1. Identify the Root Cause: Before diving into solutions, understand the reason behind underperformance or conflict. Is it a skill gap, lack of resources, unclear expectations, or personality clashes? 2. Open Communication: Foster a safe space for open and honest communication. Encourage team members to express their concerns and perspectives without judgment. 3. Individualized Approach: Address underperformance or conflict tailored to each situation. One-size-fits-all solutions rarely work. Offer additional training or conflict resolution techniques as needed. 4. Set SMART Goals: When addressing underperformance, establish Specific, Motivating, Achievable, Relevant, and Time-bound goals together. This fosters accountability.

First of all, managers have a lot to do regarding the low performance agenda. Do you find talent and skill behind the person's underperformance, or is it something else? This needs to be investigated. While doing all this, open communication should be established with this person, a lot of listening should be done and their problems and needs should be understood. And the needed resources (such as training, coaching, mentoring, etc.) must be provided to the person.

Team Shootouts: Publicly acknowledge individual or team achievements during meetings, company emails, or newsletters. Wall of Fame: Dedicate a physical or virtual space to showcase exceptional achievements. Gift Cards: Cater to individual preferences with gift cards to their favorite stores, restaurants, or experiences. Skill Development Opportunities: Sponsor a course, conference, or mentorship program related to their interests and career goals. Time Off: Grant an extra day of paid leave or flexible work hours to show appreciation and allow for well-deserved rest. Team Outings: Organize lunch outings, escape room challenges, or sporting events to foster team bonding and create lasting memories.

People are leaving their managers, not their jobs. This sentence is a sentence proven by academic research. While achieving the goals within the organization, appreciation and thanks in the corporate culture is not a process that can be implemented very successfully. The more clear and written rules that the organization has and if these rules are used correctly to appreciate; and then the manager should thank their employees for their achievements, employees would be more motivated to work at this point.

In such interviews, preparation is very important. And sometimes cultural characteristics and belief systems prevent employees from showing their true performance. Since coaching gives the chance to see the points that people cannot actually see, preparing employees for these processes with coaching makes it easier to complete the process both easily and with the desired result.