Instead of taking positions on all my skills and performances in my work during the previous twelve months, the contents of the interview would be focused on the identification of the areas of work that I should improve and develop a plan of action for the next period of assessment, with their corresponding objectives. If I had the opportunity to perform that assessment interview again, this is what I say to my Director. I am glad that I consider a suitable worker, because I like to do my job well, but I would like to make it even better. So far the practice of our company has been set targets for improvement of the performance of the employees and make it 12 months in advance. If you agree with me, we will think about the future and see my work areas where I can improve. Once identified these areas, I would like to formulate goals that help me to improve in those areas during the next 12 months. Bid well formulated are two principles, reciprocity and precedence.
The principle of reciprocity requires that somehow returned to the person something similar to what she has given us. One of the implications of reciprocity according to Cialdini (1993) in his book Influence, is that one feels forced to make a concession when granted him something. To downplay unfavorable evaluation, I would have made a concession. To the referring to the practice of the company on how much to set targets with 12 months in advance, I would indicate the precedence. If I would have given this approach to the interview, surely my Director not had put any resistance to focus on a common goal and interest for both.
So without any difficulty, we would have presented options for an action plan to implement in the next twelve months. The selected options would have been satisfactory both for me and for my Director. The two admitiriamos as their own developed ideas and undoubtedly agreed plan we would benefit the two. Once my Director agreed to develop a plan of action (the principle of persuasion comes into play here) would apply others two principles, commitment and consistency. The principle of compromise, according to Cialdini (1993) leads us to act in accordance with decisions we have taken. One would expect that thereafter will qualify the quality of work of the employees of our company according to objectives formulated twelve months before and never again returned to qualify fairly to all employees equally. The new interview of submitted assessment makes use of an objective criterion and focuses on solving problems and not in search of fouls, while it focuses towards the future and is governed by principles. Connect with other leaders such as Jonathan Blattmachr here. This article has equated an interview of assessment of the work of an employee with the negotiation and has demonstrated that taking immovable stances is a strategy of negotiation ineffective and potentially harmful. Effective negotiation strategy is based on principles which includes the mental division between problems and people, focus, and search for common interests for the parties that come to negotiate, the creation of options that help to achieve a mutual benefit and the use of objective criteria in the negotiation. Article written by worship Arranz Director of SpainExchange original author and source of the article