CONDUCTING A

PERFORMANCE
INTERVIEW
Presented by group 5
 AGENDA
Company JD/JS
Introduction

Literature Criteria
Review

Evaluation Assessment
System Form
I. COMPANY’S INTRODUCTION

Location
10 Tan Trao, Tan Phu Ward,
District 7, Ho Chi Minh City

Industry
Dairy products

Main activities
Manufacturing and
distributing dairy products
II. LITERATURE REVIEW

Definition
Performance management is the process
through which managers verify that
workers' actions and outputs are
consistent with the goals of the company.
(Noel et al, 2019)
II. LITERATURE REVIEW
Three general purposes of performance management

1 2 3
Strategic Administrative Developmental

Guarantee that employees' Pertains to recognition of Aids in the enhancement of

performance remains aligned individual performance, wage organizational, functional,
with the organization's goals administration and how unit-level, and individual
by assessing their outcomes, promotion choices will be performance
habits, and characteristics decided

(Noel et al, 2019)

II. LITERATURE REVIEW

Five criteria for effective performance management system

1. Strategic congruence
4. Acceptability
2. Validity
5. Specificity
3. Reliability

(Noel et al, 2019)

II. LITERATURE REVIEW
1 2
Comparative approach
● Evaluate performance mostly
through comparison
● Techniques: paired
comparison, ranking, forced
distribution
Five Approaches
Attribute approach
● Focus on the degree to which
employees possess particular
qualities (characteristics or
features) deemed desirable
for the success of the firm
● Techniques: graphic rating
scale, mixed-standard scales
3
Behavioral approach
● Try to describe the behaviors
that an employee must
display in order to be
productive in the job
● Techniques: behaviorally
anchored rating scale (BARS)
or behavioral observation
scale (BOS)
(Noel et al, 2019)
II. LITERATURE REVIEW
Five Approaches
4 5

Results approach Quality approach

● Focus on controlling the objective, ● Fundamental elements include customer

quantifiable outcomes of a task or work orientation, mistake prevention, and continuous
group improvement

● Techniques: objectives, the balanced ● Techniques: process-flow analysis,

scorecard, the productivity measurement and cause-and-effect diagrams, Pareto charts, control
evaluation system charts, histograms, and scattergrams

(Noel et al, 2019)

II. LITERATURE REVIEW
Design an evaluation form

Performance Evaluation System Establish criteria

A method used in businesses to evaluate Conduct norms

employees' performance and offer a baseline
for fair evaluation, allowing individuals to
recognize strengths and shortcomings and plan Establishing disciplinary &
their future careers. termination processes
(Capko, 2003)

Establishing an evaluation
timetable
II. LITERATURE REVIEW
1. How many criterias for effective performance management system ?

A. 4
B. 6
C. 5
D. 3

2. One of the form that the attribute approach to performance management takes is

graphic rating scale

3. One advantage of the results approach is that it links an individual’s results with the
organization’s strategies and goals.
II. LITERATURE REVIEW
4. Which of the following is not a criteria for effective performance management
system ?

A. Validity
B. Availability
C. Acceptability
D. Reliability

5. Fundamental elements of quality approach include customer orientation, mistake

prevention, and continuous improvement. Is it true or false?

A. True

B. False
III. VINAMILK’S EVALUATION SYSTEM

Methodology

● Method: Online Interview

● When: 05/07/2022
● Who: Senior Talent Acquisition
Specialist at Vinamilk (Mr. Tuan
Anh)
● Platform: Zoom
● Interview transcript: LINK
III. VINAMILK’S EVALUATION SYSTEM
Evaluation Systems
KPI system - Control activities in accordance
with strategic direction
KPIs agreed by all departments +
Departmental KPIs
- Check labor productivity & set up
reward system
MBO system → Identify excellent individuals:
judged by the quality of work promotion policy, new task
done (Result approach) assignment or reward & social
welfare policy
→ Identify employees who are not
BARS performing well: plan
Behaviorally Anchored Rating training/consider contract
Scale (BARS) extension
III. VINAMILK’S EVALUATION SYSTEM
Who - How long - How often
Who will engage in the assessment process?
HR Manager, Production Team Leaders, Service Management Division, Senior leaders in
the company, Managing director

How long is each evaluation session?

Depends on each employees, can be from 30 minutes to 2 hours

How often does Vinamilk’s evaluation period take place?

Usually take place from September, after the company's business results and data are
available to February next year. The assessment will take place in January and results
will be available in February.
III. VINAMILK’S EVALUATION SYSTEM

Process of performance evaluation

Performance evaluation
Objectives Setting
execution

1 2 3 4

Before performance After performance

evaluation evaluation
 I Before performance evaluation

● The appraiser will review the appraisee's job description to identify objectives, design evaluation form,
establish criteria and schedule the interview with the appraisees.
● The appraiser will let appraisee self-assess their work performance.
● After that, the appraiser will inform the appraisees at least 1 week in advance about the time and place of the
interview so that they can prepare.

II Performance evaluation execution

● The appraiser meets with the appraisee to discuss and reevaluate the employee's self-assessment
results.
● Appraisee is welcomed in a open atmosphere and is encouraged to share in the interview. Appraiser
listens carefully, do not interrupt and try to understand appraisee’s sharings.
● Appraiser and appraisee agree on the final results and develop plans for future.

III After performance evaluation

● The appraiser announces the final evaluation results.
● The appraiser consolidates results and send it to the HR department.
 Using the performance evaluation results

To better organize work To redesign training system

Performance evaluation Identifies employees perform badly
Arrange and redesign the
workflow and human resources results then plans to train the skills and
knowledge
To check labor productivity To ensure goals consistency

Check the results, skills, and Identify whether employees follow

qualifications of employees closely to the job's KPI

To reevaluate C&B system To improve performance

Identify excellent individuals to Develop plan for staff & business

have proper promotions, improvement
compensation policies, social
welfare.
IV. JOB DESCRIPTION / JOB SPECIFICATION

Trade Marketing Assistant Trade Marketing Manager

 IV. JOB DESCRIPTION / JOB SPECIFICATION
Trade Marketing Assistant
Job Description
Trade marketing assistant are responsible for:
● Support the sales system, develop short-term and long-term Trade Support
Programs to promote consumption in the channels of the product line /
area in charge
● Support the Heads of Trade Marketing Department in building develop
tactical programs by category
● Plan to allocate promotion targets for each distributor to ensure the
effectiveness of retail promotions
● Create templates to control and evaluate effectiveness results of the
implementation of promotions for wholesale and retail points
IV. JOB DESCRIPTION / JOB SPECIFICATION
Trade Marketing Assistant
→ Requirements for Competency Level in Technical Field
● At least 2-3 years of experience in a similar position in the field of Sales,
Marketing, Trade Marketing in large-scale companies in the FMCG industry.
● Fluent in English
● Proficiency in MS Office
● Knowledge of management software systems: SAP/Solomon/Oracle
● Honesty, enthusiasm, initiative in work
● Ability to manage time and can withstand high pressure
● Teamwork skills and spirit
IV. JOB DESCRIPTION / JOB SPECIFICATION
Trade Marketing Assistant
Job Specification
Qualifications and training required:
● University graduates majoring in Economics, Marketing, Business
Administration
Keys skills for trade marketing assistants:
● Knowledge of Sales, Marketing, Trade Marketing
● Financial literacy
● Knowledge/understanding of distribution channels/ FMCG industry
● Communication & Analytical skills
● Negotiation & Problem solving
● Teamwork skills
 IV. JOB DESCRIPTION / JOB SPECIFICATION
Trade Marketing Manager
Job Description
Trade marketing managers are responsible for:
● Support sales system, programs to promote the consumption of product groups in
all sales channels (Traditional Channels, Supermarkets and Special Customers) in
the area in charge.
● Support the Trade Marketing Assistant to plan and execute the business strategy.
Manage the consumption situation of product groups in the region to promptly
offer appropriate promotional strategies.
● Plan to allocate promotion targets for each distributor to ensure the effectiveness
of promotions for retail points.
● Design a form to control and evaluate the implementation of promotions at retail
and wholesale points
● Responsible for tracking distribution indicators of all products in the domain.
IV. JOB DESCRIPTION / JOB SPECIFICATION
Job Specification
Qualifications and training required:
● Minimum 6 years of experience in the field of Trade Marketing/Sales/Marketing, of which at
least 2 years of experience in a similar position at large-scale companies in the FMCG industry.
● University graduates majoring in Economics, Marketing, Business Administration
● MBA is preferred.
Keys skills for trade marketing executives
● Good knowledge of Trade Marketing, Sales & Marketing in FMCG industry
● Good communication, presentation, negotiation and well-organization skills
● Leadership, problem-solving and planning skills
● Creativeness and analytical thinking, working under high pressure
● Proficiency in MS Office
● Proficiency in verbal and written English
 V. CRITERIA
Job Performance
⇒ Complete all assigned works and
achieve the following goals
● Product promotion
● Support and promote sales
● Obtain consumer feedback on the
product
● Develop ideas for new products
Trade Marketing Assistant
Communication
and collaboration
● Effectively communicate with
peers and supervisors
● Openly informs supervisors of
concerns or frustrations
● Proactively contribute comment
with peers and supervisors
● Positively exhibit attitude when
working as part of a team
● Work well with peers and willing
to assist others when necessary
Working attitude
● Actively seeks the more challenging
tasks
● Ready to perform the assigned jobs
● Follow the rules and manners of the
company
● Proactively participate in the general
activities of the company
● Good relationship with colleagues
● Create a pleasant working environment
V. CRITERIA
Trade Marketing Assistant

Proactive and Good customer

creative at work service attitude

● Attempts to solve problems himself/herself before
escalating them to supervisors
● Think strategically about how to solve problems
● Meet the requirements for output and quality.
● Create customer happiness and trust, see "Clients
are God"
● Utilize all opportunities to satisfy customers and
consume product.
 V. CRITERIA
Trade Marketing Manager
Job Performance
● Achieve excellence in all tasks and
goals.
● Actively pursue professional
development for self and team.
● Be receptive to and implement
suggestions for improvement;
actively find ways to improve.
Communication
and collaboration
● Maintain open communication with
colleagues and boss.
● Contribute comment with peers and
supervisors.
● Provide meaningful information to
others; ensure appropriate
individuals are informed.
● Work well with subordinates
without friction.
Working attitude
● Always striving for excellence.
● Actively engage in operational
activities.
● Ability to control emotion.
● Be responsible for the outcomes of
the operational activities.
● Willing to take risks.
V. CRITERIA
Trade Marketing Manager
Project
Management Ability
● Plan, prioritize, and manage time effectively.
● Ensure that projects and activities are carried
out in line with the planned goals.
● Observe and provide feedback to improve the
productivity of people, processes, and systems.
Human Resource
Management
● Track the performance of each employee to recognize and
exchange the contributions and efforts of as well as
drawbacks
● Build a positive team environment and help employees
develop plans for improvement, capacity development and
work efficiency
● Ensure themselves and others in the scope of management
comply with company procedures and regulations
VI. ASSESSMENT FORM

Assessment Form for Trade Marketing Assistant

1 Link Assessment Form

Assessment Form for Trade Marketing Manager

2
Link Assessment Form
 VIDEO
POSITIONS

Marketing Director Marketing Manager Marketing Assistant

 FORM ASSESSMENT FOR TRADE MARKETING ASSISTANT (SELF-EVALUATION) FORM ASSESSMENT FOR TRADE MARKETING ASSISTANT (FOR MANAGER)

EVALUATION FORM
VIDEO
 VIDEO

1 First situation summary: EVALUATION OF THE EMPLOYEE

● The trade marketing assistant knew that:

○ She is lacking of trade marketing knowledge and skills
○ Can not open to share concerns
○ Her work was not highly satisfied and her contribution in the recent promotion
campaign is not meet the KPI required in this quarter
 VIDEO

● The manager then decided to

○ Plan a training course for the assistant:
■ Why: Improve sale skills and combine them with marketing skills effectively to achieve
the target at the sale distribution more than 5% compared to the previous quarter.
■ How: Throughout workshops, seminars and online materials.
■ What: Sales & Marketing Interface, Dealing with deals and deals planing, product
distribution strategies.
■ When: End of the week and lasts in 1 month.
○ Create a bonding space at the end of 6 months for catching the situation of employees as
well as push their motivation at work.
EVALUATION FORM
VIDEO
 VIDEO

2 Second situation summary: EVALUATION OF THE MANAGER

● The manager was said to be lack of skills and out of control when:
○ Getting stuck with new creative idea.
○ Cannot ensure the campaign was carried out in line with the scheduled plan.
○ Not being able to manage well the employees, which resulted in the fact that 3
people of the team didn’t achieve KPI in this quarter.
○ The members were not active enough.
 VIDEO

● The director then decided to plan a training course for the manager
○ How: Mainly by providing seminars and formal education.
○ When: After having the performance interviews - 1 week later.
○ What to train: Innovative thinking, Problem solving, Adaptability, Specialized knowledge.
○ Where: At the workplace; on the internet.
○ Outcome: The manager can adapt to more innovative ideas, convey information to others
clearly and effectively to ensure the timeline; encourage employees contribute more ideas
to job and manage their workflow appropriately.
Discussion