Strip waxing (soft wax) is accomplished by spreading a wax thinly over the skin. A cloth or paper strip is applied and pressed firmly, adhering the strip to the wax and the wax to the skin. The strip is then quickly ripped against the direction of hair growth, as parallel as possible to the skin to avoid trauma to the skin. This removes the wax along with the hair. There are different forms of strip waxing or soft waxing: heated, cold or pre-made strips. Unlike cold waxing, heated wax is spread easily over the skin. Cold waxing is thicker, which makes it more difficult to spread smoothly over the skin. Pre-made strips come with the wax on them, and they come in different sizes for different area uses.[1]

Stripless wax (as opposed to strip wax), also referred to as hard wax,[2] is applied somewhat thickly and with no cloth or paper strips. The wax then hardens when it cools, thus allowing the easy removal by a therapist without the aid of cloths or strips. This waxing method is very beneficial to people who have sensitive skin. Stripless wax does not adhere to the skin as much as strip wax does, thus making it a good option for sensitive skin as finer hairs are more easily removed because the hard wax encapsulates the hair as it hardens. The stripless waxing method can also be less painful.

The current job market requires organizations to take keen interest in effective human resource management. It is always essential for the management of any organization to facilitate an organizational culture that gives room for conducting the performance appraisal interviews. Performance appraisal is defined by Levy and Williams (2004) as a systematic evaluation of an individual employee focused on the employee's job performance and his or her potential for development. The performance appraisal interviews are conducted in a well-structured and formal manner; it serves to measure and evaluate the employee's job related conduct and outcomes. As such, the performance appraisal is essential in discovering the reasons for a particular performance trend of an employee and for communicating a way to enhance appreciable future performance by employees and the organization in general for the benefit of the whole society.

On the other hand, the performance appraisal interviews are regarded as a developmental tool that helps organizations ensure an all-round development of employees and the organization as a whole. While conducting the interviews, the employees' performance is measured against their quality and quantity of output, job knowledge, ability to take initiatives, leadership skills, dependability, and cooperation. The interviews can also help an organization in investigating the employees' versatility at work and their health. In order to analyze the employees' performance, the interviewers should consider not only the past performance. It is essential to broaden the scope of the interviews to address the employees' potential performance.

It is vital for the human resource managers that are expected to carry out the performance appraisals to pass some training on the essentials of the performance appraisal interviews. The essentials should not only be regarded as skills for an effective performance appraisal interview but also involve a clear understanding of the reasons behind conducting the interviews. The interviews should be shaped in such a way that they fit into the entire strategic process of the performance management. The information gathered during the interviews should contribute to a clear understanding of an organization's capacity of the human resource capital and its impact on the business strategy value (Levy and Williams, 2004).

The complex nature of conducting an effective performance appraisal interviews justifies the need for an extensive research of the topic. It is vital for the management to establish proper systems that can make the interviews have the desired impact on the organizational performance. The performance appraisal interviews are to be considered as a tool for change rather than a mere annual activity conducted by an organization (Levy and Williams, 2004). A research in this area provides the necessary insight into the key considerations that an organization should factor in while conducting the interviews.

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It is worth noting that organizations are in constant competition for a market share, as well as competent and highly motivated human resources. In order to get an edge over its competitors, an organization should demonstrate an interest in factoring the findings and recommendations of a research on the keys to carrying out an effective appraisal interview. It should be done as a step towards boosting the employee's output and reducing the rate of the staff turnover. Based on this reasoning, it is evident that this research will help the line managers and human resource professionals understand their role in the performance management. It will also help them learn how to perform effective performance management interviews that can help in attaining the overall aims of the performance management. This research helps in finding out how to ask the right questions during the interviews, how to demonstrate good listening skills for the exercise, and proves the need to provide feedback based on the findings of the interview.

Appraisal is considered by Kuvaas (2011) a single contributing micro-process in the entire macro context, which is crucial in ensuring effectiveness of the performance management process. The key guidelines used in appraisal should be designed in a manner that makes clarification of performance expectations to be the first step in the appraisal process. In this respect, a job description is formulated to clarify an organization's prescribed professional standards that are expected of an employee. The job description is availed alongside a performance agreement that stipulates the organization's development objectives. The two documents are essential in the process of carrying out an effective appraisal interview as they help to clarify the organization's expectations of its employees. Interviewing almost comes last after a series of activities in the appraisal process. For example, an organization should ensure that it recruits qualified and competent employees, monitor their performance over a given period, and check their professional standards before conducting an appraisal interview and giving a report on the employee's performance. Appraisal must be considered in the broader picture of the performance management (Levy and Williams, 2004).

Key Features of the Effective Appraisal Interview

The term effective can have different meanings. In the context of this research, the term is used to denote the appraisal interviews that are neither defensive nor controlling, but rather educative, supportive, and confidential (Gooty & Yammarino, 2013). In most cases, the appraiser is seen to negotiate for a wide social distance between him or her and the appraisee. This kind of relationship creates a tense environment that restricts the appraisee's willingness and ability to respond freely to the questions. The appraisal interview process needs to be open so that it is underpinned by the existence of a mutual relationship of respect between the appraiser and the appraisee. It is essential to understand that the outcome of the interview process is intended to benefit the organization, as well as the employee. Therefore, an appraiser should not capitalize on pinning down the appraisee with the questions that are targeted at exposing his or her incompetence. Such questions need to form part of the overall interview process but should not appear to be the center of the interview. To ensure effectiveness, the interview process should facilitate sharing information that is clear and that has a high level of objectivity.

The interview process should also demonstrate high levels of integrity by having deep development as its primary goal (Gooty & Yammarino, 2013). As with any interview process, an appraisal interview should entail a proper choice of questions. Open and close-ended questions should be used to meet various interviewing objectives. Besides, the process is not complete without the provision of feedback to the organization and to the interviewee. The organization needs to be informed about the findings of the interview that would be used as the basis for formulating a change for the better. At the same time, the appraisee needs to know his or her areas of competence and weakness for the purpose of improvement.

Ensuring Confidentiality and Transparency

The aspect of confidentiality and transparency is closely related to the objective information gathering. The features of confidentiality and transparency are equally important to the appraiser and the appraisee in the short and the long-term perspective. Appraisal interviews may seek answer to some sensitive questions. Gooty and Yammarino (2013) suggest that appraisees can hardly open up and respond to the questions if they are not assured that the information will be kept confidential. The appraiser may have gathered some information from other respondents that he/she intends to use in the interview; however, it is vital to consider the appropriate use of the information and aspects of attribution where necessary. Very sensitive information should be handled with care so as to avoid any conflicts between the informant and the appraiser.

Setting Deep Objectives for the Interview

Appraisal interviews should have the clearly formulated objectives to be met at the end of the interview (Kuvaas, 2011). The objectives are to be set beforehand and they should be of a deep nature but not a surface one. The interview objectives help in determining the nature of questions asked during the interview process. The objectives are helpful in assessing the outcome of the process and, therefore, useful in measuring effectiveness of the interviews. It would be futile to ask questions that are out of the objectives set for the appraisal, as they would not help in achieving anything. Properly established objectives help in limiting the scope of the interview so that the interview process is not personalized. A clear knowledge of the objectives of the performance appraisal interview increases appraisees' willingness to participate in the interview process. For example, the objectives are essential in making the appraisees aware of that the interview is not intended at finding faults in them. This knowledge inculcates openness and cooperation that is essential in the interview process.

Clarity of the Interview Process

Clarity is an essential component of any information gathering process. A performance appraisal interview is intended for obtaining vital information that would be used by an organization to improve its productivity and service delivery. It is important for the interview questions to be clear so that the appraisee can easily understand them. Clarity should be enhanced by avoiding the use of ambiguous words and sentences. It is necessary for the appraisee to understand clearly the questions so that he or she can give relevant responses. Clarity is perceived as an essential part in the provision of guidance and in dissemination of information used for all performance management micro-processes. The interview questions should be developed with a genuine motive of improvement rather than mere listing (Kuvaas, 2011).