Performance reviews can be stressful, but they're also an opportunity to re-examine your current position, your relationship with your employer and your career goals. Here are five points to consider before your review. 1. What did I do this year? By asking yourself some key questions, you'll increase the chances that your performance review will be productive for both you and your employer. Start by reviewing the year (or whatever time period has passed since your last review). Examining old e-mails and files may refresh your memory.
Keep an eye out for any cases in which you went beyond the call of duty. Take a month-by-month look at your responsibilities and achievements, both expected and unexpected. For example, did you take on added responsibilities when staff size was reduced? Even an attentive manager isn't likely to remember all of your contributions. Did you find ways to reduce the costs associated with a particular project or process? As you look back, also note any projects that didn't meet expectations, as well as any challenges you've experienced.
Such preparation will ensure you are not blindsided if an issue is brought up during your review and will help lay the groundwork for a substantial discussion with your supervisor. 2. What are my career goals and priorities? What happened, and what was your role in the end result? Chances are you came out of your last performance review with some new goals or areas for improvement. If there are objectives that fell by the wayside, consider whether they remain important, or if new ones are now more appropriate. Take the time to find and review last year's appraisal. During your review, don't hesitate to ask about your employer's current ability to assist you with these goals.
Is there technical or business training you'd like to pursue? Many worthy career advancement intentions were set aside in 2009 as organizations focused on staying afloat. Most managers have a genuine interest in helping employees keep their careers moving forward, but supervisors need honest input. 3. Should I ask for a raise? Also consider alternate ways your employer can express appreciation for your contributions, such as flexible scheduling, work-at-home options or additional benefits. Even if you think a raise is richly deserved, take into account the financial condition of your employer before broaching the subject. If you do ask for a raise, be prepared to back up your request with specific evidence of ways you've saved the company time and money.
Publications such as the Robert Half Technology 2010 Salary Guide can give you an objective range to share with your manager. 4. What if I get a negative review? To home in on a realistic amount, consider past raises, the state of the company and the salary levels of other people in your area who hold your position. First, be sure not to blow criticism out of proportion. Keep in mind that your boss may make a point of identifying areas for improvement even for top performers. A few suggestions for improvement can feel like harsh judgments, especially if you're accustomed to praise. Work with your supervisor to create a plan for addressing issues that arise.
If you find yourself tempted to divert blame onto a colleague (or, worse, your boss), it may be best to hold your tongue and request another meeting to discuss the issue further after you've had time to review it more objectively. Reacting defensively or emotionally to criticism can easily be more damaging than the problematic performance itself. If the criticism came as a surprise, it's a sure sign that you and your manager haven't been communicating optimally. In turbulent times, strong employees are often tempted to present themselves as selfless team players who are willing to take on added responsibilities without complaint. Suggest regularly scheduled meetings to keep each other better informed. 5. What are my concerns? Savvy managers recognize, however, that overloading their top performers is a surefire way to lose them when conditions improve.
Your manager may ask for direct feedback on his or her performance. While you may be genuinely grateful to have a stable position in today's economy, stifling valid concerns serves neither you nor your employer. While providing this input may be uncomfortable, your response needn't be dishonest or ambiguous. A performance review should be a conversation, not a trial. Be respectful, and always balance any concerns with appreciation for areas of strength. While you may make progress toward identifying goals and clearing up uncertainties, keep in mind that thorny issues may not be resolvable in one sitting.
Carrying the lessons of the review into the year ahead will help you keep your day-to-day priorities and your long-term goals in alignment. If that's the case, make sure you've agreed on a follow-up plan before you leave. Dave Willmer is executive director of Robert Half Technology, a leading provider of IT professionals on a project and full-time basis. Robert Half Technology has more than 100 locations worldwide and offers online job search services at www.rht.com.
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