Business and Technology · Review and appraisal of individual performance

Appraisal Interviews and Giving Constructive Feedback

Updated 11 October 2026 · Fact-checked

An appraisal interview is a structured meeting where a manager discusses an employee's performance. Maier's three types are tell and sell (manager persuades), tell and listen (manager explains, then listens) and problem solving (joint discussion). To answer questions, match the type to the scenario and give feedback that is specific, balanced and forward looking.

Understand Appraisal Interviews and Giving Feedback

A performance appraisal is the formal review of how well an employee has done against agreed objectives. The appraisal interview is the face-to-face part of it. It is where the manager shares the assessment, hears the employee's view and agrees what happens next.

The interview matters because a rating on paper changes nothing by itself. The employee needs to understand it, accept it and know how to improve. Done badly, the interview can demotivate people and damage the relationship.

Maier described three approaches. In tell and sell, the manager decides the assessment and then tries to persuade the employee to accept it and follow the improvement plan. In tell and listen, the manager explains the assessment, then lets the employee respond and explain their feelings, without necessarily changing the assessment. In problem solving, the manager acts as a helper. Both sides discuss performance, find causes and agree actions together.

No one style is right every time. Tell and sell is quick and suits a new or low-skilled employee who needs clear direction, but it gets little commitment. Tell and listen allows the employee to vent and may reduce resistance, but the manager may not act on what is heard. Problem solving gives the most commitment and learning, but it takes time and needs a mature, willing employee.

Constructive feedback is feedback designed to help the person improve. It focuses on specific behaviour and results, not on personality. It is timely, balanced, two-way and ends with agreed actions.

Key formulas to remember

Tell and sell: Manager judges, then persuades the employee to accept; One-way and manager-led. Quick, but low employee commitment.
Tell and listen: Manager judges, then listens to the employee's response; Lets the employee express views and reduces resistance. The assessment usually stays the same.
Problem solving: Manager and employee jointly discuss causes and agree solutions; Two-way and development focused. Best for commitment, but slower.
Constructive feedback checklist: Specific + Balanced + Timely + Behaviour-focused + Two-way + Action-oriented; Use as a checklist for any feedback question.

How to solve Appraisal Interviews and Giving Feedback questions

Use this method for scenario questions on appraisal interview type or feedback quality.

1Read the scenario and note who does the talking. Is the manager telling, listening or discussing?
2Look for clues. Persuading the employee to accept points to tell and sell. Letting the employee respond without changing the rating points to tell and listen. Jointly agreeing actions points to problem solving.
3Pick the one type that fits best. Do not choose on the word 'discuss' alone.
4If asked about feedback, test each statement against the checklist: specific, balanced, timely, about behaviour, two-way, with actions.
5For multiple response questions, select exactly the number stated.
6For a written-style multi-task answer, name the point, then give a short reason linked to the scenario.
7Check your answer against the scenario's employee: experience, attitude and the manager's aim.

Quickest way: Who talks, who decides

When to use it: Use for any objective test question asking you to identify an interview type or judge feedback.

Ask: who decides the outcome? Manager alone means tell and sell or tell and listen.
Ask: does the employee get to speak? No means tell and sell. Yes means tell and listen.
If both sides decide the actions together, choose problem solving.
For feedback, ask: is it specific and about behaviour? If it is vague or personal, it is poor feedback.

Common mistakes in Appraisal Interviews and Giving Feedback

Confusing tell and listen with problem solving.
Both involve the employee speaking, so they look alike.
Fix: In tell and listen the manager still owns the assessment and the solution. In problem solving, the solutions are agreed jointly.
Saying problem solving is always the best style.
It sounds the most modern and participative.
Fix: State that it depends on the employee and the situation. It takes time and needs a willing employee.
Treating constructive feedback as only positive feedback.
The word 'constructive' sounds like praise.
Fix: Constructive means useful for improvement. It includes honest criticism of specific behaviour, balanced with recognition of strengths.
Choosing feedback that criticises personality, such as 'you are lazy'.
Students pick the most direct statement.
Fix: Choose feedback that describes observable behaviour and its effect, for example missed deadlines in three of the last four months.
Forgetting the interview should end with agreed actions.
Students focus on the discussion and not on the outcome.
Fix: Include targets, support, training needs and a review date as the close of the interview.

Worked examples

Example 1

A manager tells a junior accountant that her rating is 'needs improvement'. She explains the reasons and asks the accountant to accept the rating and follow a set improvement plan. The manager spends most of the meeting explaining why the plan is right. Which Maier interview type is this? Options: A Tell and sell; B Tell and listen; C Problem solving; D Group discussion.

Show the solution

Who decides? The manager decides both the rating and the plan.
Does the accountant contribute? Not really. The manager spends most of the time persuading.
The aim is to get acceptance of the manager's view. That is the definition of tell and sell.
Tell and listen would need the manager to invite and hear the employee's response. Problem solving would need joint agreement. Option D is not a Maier type.

Answer: A: Tell and sell.

Example 2

Explain two features of constructive feedback and show how each would improve this comment from a manager: 'Your reports are terrible and you never try.'

Show the solution

The comment is vague and attacks the person, not the work. It will probably cause defensiveness.
Feature 1: be specific and focus on behaviour. Replace it with: 'Your last three monthly reports had unreconciled figures in the summary page.' This is observable and can be checked.
Feature 2: be action-oriented and two-way. Add: 'What got in the way, and what support would help? Let us agree a check before submission and review it next month.'
Also note that balance helps, such as recognising that the reports were on time.

Answer: Constructive feedback is specific and focused on behaviour, and it is two-way and action-oriented. The improved version names the unreconciled figures, asks for the employee's view and agrees a check and a review date.

Exam tips

Look for the verb clue in the scenario: persuade, explain and listen, or jointly agree. It points to the type.
Expect questions that give a short scenario and ask for the interview type. Do not over-think them.
In feedback questions, reject any option that is vague, personal or delayed.
If asked about the best style, say it depends on the employee's experience and willingness, and the time available.

Practice questions from Review and appraisal of individual performance

Appraisal Interviews and Giving Feedback: frequently asked questions

What are the three types of appraisal interview?

Maier's three types are tell and sell, tell and listen and problem solving. They differ in how much the employee takes part. Tell and sell is manager-led, and problem solving is a joint discussion.

What is the difference between tell and sell and problem solving?

In tell and sell, the manager gives a verdict and persuades the employee to accept it. In problem solving, both explore causes and agree actions together. Problem solving usually gives more commitment but takes longer.

How do you give constructive feedback in an appraisal?

Be specific, focus on behaviour and not personality, give it promptly and balance strengths with weaknesses. Invite the employee's response. End with agreed actions and a review date.

Is tell and listen the same as problem solving?

No. In tell and listen the manager still holds the assessment and mainly listens to the employee's reaction. In problem solving the manager helps the employee find solutions jointly.