Successful Interviewing: Techniques for Hiring, Coaching, and Performance Management Meetings

By Diane Arthur | Go to book overview

6

Employee-Related
Interviews
Learning ObjectivesBy the end of this chapter, you should be able to:
Provide praise and constructive criticism during coaching interviews.
Conduct directive and nondirective counseling interviews.
Focus on facts during grievance interviews.
Describe the process for and composition of disciplinary interviews.

INTRODUCTION
Once the applicant-related interviews are completed and a person has been hired, there are numerous occasions that may warrant interviews during the time an employee is with you. We will consider four of these occasions in this unit. If you recall from Chapter 1, Jordan was praised and helped by his manager during a coaching interview. He also received constructive criticism during a counseling interview. When he felt his manager was behaving unreasonably he called for a grievance interview. As his situation deteriorated, Jordan's manager conducted a disciplinary interview.
COACHING
Coaching may be denned as the day-to-day interaction between a manager and his or her employees. In order to be an effective coach, a manager should make certain that his employees:
Know what is expected of them at all times
Have the opportunity to make the best use of their skills, knowledge, and interests

-133-

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Successful Interviewing: Techniques for Hiring, Coaching, and Performance Management Meetings
Table of contents

Table of contents

  • Title Page iii
  • Contents v
  • About This Course ix
  • How to Take This Course xi
  • Pre-Test xiii
  • 1: Interviewing Basics 1
  • 2: Legal Concerns 31
  • 3: Questioning Techniques 61
  • 4: How to Get the Most Out of Every Interview 85
  • 5: Applicant-Related Interviews 109
  • 6: Employee-Related Interviews 133
  • 7: Assessment and Change-In-Status Interviews 153
  • 8: Dealing with Different Applicant Types 173
  • Bibliography 191
  • Post-Test 193
  • Index 199
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