The Enablers Volume II, Issue X, April 2012 - The Interviewing Process - I

14^th April 2012

Dear Friends,

I welcome you to Volume II, Issue X, 14^th April 2012 of ‘The Enablers’.

This issue is the first part of a trilogy of articles on interviews.

The first part deals on how you should conduct interviews during appraisal sessions, counseling sessions and post-joint field work interviews.

The second part in May 2012 will deal how to conduct job interviews.

The third part in June 2012 is when you will be on the other side of the table - for being evaluated and interviewed for higher responsibilities in your organization.

Please let me  have your views on this article.

Warm regards,

Vivek Hattangadi  

Editor 

vivekhattangadi@theenablers.org

What is an interview?

An interview is a face to face conversation between two people, the interviewer and the interviewee. Questions are asked by the interviewer to obtain information from the interviewee or the interviewee is asked to encourage asking questions. There are many types of interviews and few are being discussed in this issue. 

First let us understand what is counseling. Counseling means listening to others to help resolve problems and conflicts. During a counseling session, the medical representative for instance will learn from his first-line manager (FLM) how to formulate new ways of behaving, feeling, and thinking. Conflicts and problems generally occur when there is a variation in the standards of behavior. The FLM has to ensure that the standards of behavior are known to the medical representative. Then he has to find out why these standards set are not being met.

When conducting a counseling session, there are some principles you should follow in order to minimize the potential conflict. Firstly, you should not view the session as an opportunity to scold the employee or as a means to threaten the employee with disciplinary action. The purpose of a counseling interview is not to punish or reprimand the medical representative, but to ascertain the cause of the circumstances about which you are concerned. Counseling should be viewed as a problem-solving exercise. For example: If the medical representative has been tardy in reporting at contact points during joint field work, what prevents him from arriving on time? How can the medical representative remedy the problem? In this respect, it is the FLMs job to set the tone of the meeting, putting the medical representative at ease as much as possible.

Do your homework well before a counseling interview and conduct it in private. Never schedule a counseling interview when you are busy. Find time when you will be able to give him 100% attention. After the salutations, be direct and candid. Explain the exact nature of your concern, making clear what has been observed and why it is important. Some medical representatives may be hostile. In those cases, you should remain calm, speaking in a measured voice. Because someone yells at you, it does not mean that you must yell back. At the conclusion of the counseling interview, thank him for seeing you and extend yourself to him should further problems of this nature arise. If you intend to confirm the discussions in writing, inform him.

Performance appraisal is the systematic evaluation of the performance of medical representatives. It is to make him understand his abilities for further growth and development. Performance appraisal is generally done in systematic ways which are as follows:

·         The FLM measures the performance and compare it with targets and plans.

·         The FLM analyses the factors behind work performances of employees.

The FLM should be in a position to guide the medical representative for a better performance. Performance appraisal interview is the first stage of the performance appraisal process and involves the medical representative and his FLM sitting face to face to discuss threadbare all aspects of the medical representative’s performance. The FLM should thrash out any differences in perception or evaluation. The performance appraisal interview provides the FLM with a chance to defend himself against poor evaluation by the FLM and also gives the FLM a chance to explain what he or she thinks about the employee’s performance.

The performance appraisal interview must be taken seriously. Both the medical representative and the FLM must set aside time to go through the process. The FLM must not arbitrarily change the time or the venue and must not approach the interview in a haphazard manner. Despite all these norms being set, it is often the FLM has to be reminded about the interview and then he hurriedly arranges the meeting. This is definitely the wrong way to approach the interview. Further, the FLM must make the time to go through the medical representative’s self evaluation and rate the same objectively.

In the Indian pharma industry, it is estimated that 70% of the employees who leave organizations cite the unsatisfactory appraisal rating as the reason for quitting. They often voice their disappointment at the process during the exit interview. Since the career progression of employees depends on the ratings that they get, the whole process must be taken seriously by all.

Since the main role of a FLM is to develop the people who report to him, post joint-field work interviews should be used a platform to develop people. Catch people doing right! Instead of finding faults and mistakes, after every joint call, ask the medical representative himself to evaluate his performance during the call. 99 out of 100 times, the medical representative himself will acknowledge the weakness in the call. Agree with these weaknesses and show him how to correct. If necessary, have a role play session to help him determine the changes he will bring about in himself.  Set SMART goals after every joint field work and follow-through on these goals.

At regular intervals, say every three months, ask him to do a SWOT Analysis (please refer Issue IX Vol. II March 2012 of ‘The Enablers’) about himself. Help him to strengthen his strengths or help him convert weaknesses into strengths.

Take all these three kinds of interviews very seriously.