A Handy Dandy Checklist

Halogen Software came out with a handy dandy checklist for the manager on “How to Conduct a Successful Annual Performance Review.” I thought it would be a good idea to share with the other side of the review table, the reviewee, and some thoughts on how to be prepared. Or, in the alternative, if your manager conducts a relatively simple review process by simply discussing what you can improve on, you can come to the table with an arsenal of information that is to your advantage and well-prepared to shine.

So I am not taking credit for the initial checklist and will provide the link to their site at the end. Besides, isn’t it nice to have an idea of what management may be evaluating you on, instead of walking out of the interview even more confused and without details of exactly what is expected. It’s the same thing year after year. Lack of communication to help you be better at your job and then feeling deflated and frustrated when it’s all over.

So here we go!

Here’s The Agenda

The Boss:
Set up a date and time for a private meeting with each employee.

Some Ideas:
This allows you to be prepared, the moment of truth arrives. Carpe diem!

The Boss:
You may want to ask your employees to prepare a summary of their accomplishments over the last year, assess their performance of competencies, draft some objectives for the coming year and think about career aspirations. (If your process doesn’t already include self-appraisals.)

Some Ideas:
Make a duty list. List all the things that you do on a periodic, daily, weekly, monthly basis. What are all your duties. List them and keep it up-to-date. Add and delete as your tasks dictate.

The Boss:
Consider your and each employee’s social and communication styles.

Some Ideas:
Are you outgoing and gregarious, but your boss is more nose to the grindstone?
Are you quiet and reserved, but your boss is personable and interactive?
Are you to the point, but your boss is more ambiguous with what they say?
Try to pin down what your boss’s style is and that may help you prepare for how he/she views your communication style. Neither is right or wrong, just different. People seem to gravitate towards those who have a similar working style, because they believe they will get the job done in the manner they think is the right way.

The Boss:
You may also find it helpful to collect feedback from your employees’ peers and/or internal clients. (If your process doesn’t formally include this.)

Some Ideas:
Pay attention to how you treat your fellow colleagues. Pay attention to how you treat the people who do business with your company and the boss. Not everybody’s personalities will mix, but it does mean being professional and courteous to others. If all you do is complain, that will come out. If you are seen as a social butterfly, you may not be seen as industrious. Make note of what your colleagues think of your work and your attitude when it comes to collaborative assignments. Are you considered an asset to be on the team, or someone who needs to be constantly advised of what needs to be done and meeting deadlines.

The Boss:
Review last year’s performance appraisal form and ratings.

Some Ideas:
Take a look at the former year’s appraisal and make notes on what you have done to improve, things you have changed, and actions you have taken to continue to expand on your skills and level of competencies.

The Boss:
Review the employee’s self-appraisal and any feedback from other sources (if requested).

Some Ideas:
Be positive. Don’t be aggressive. Turn negatives into positives by displaying and suggesting what you can do in the future. And ask, specifically, what their expectation is so you can make efforts to strive toward excellence in those expectations.

The Boss:
Review any development plans from the previous year, and ensure they’ve been completed.

Some ideas:
What systems have you created or improved since the previous year. List any expectations that were discussed and be prepared with answers for what you have been doing and are developing in those areas.

The Boss:
Get the new performance appraisal form.

Some Ideas:
You may not get a copy of what the appraisal will discuss. This will hopefully help you prepare. However, if you do receive a form for the review, detail every point clearly and with an attitude of constant improvement and development.

The Boss:
Transfer information about last year’s goals to this year’s form. (If your system doesn’t do this for you automatically.)

Some Ideas:
Review, review, review what was discussed the prior year. They will probably come up as topics again. Note what you have done and how your efforts have improved personally, as well as having actual examples of work that you do that expresses the fact.

The Boss:
Review the rating scales you will use this year.

Some Ideas:
Be fair and try to see it from your boss’s perspective. He/she may not see everything that you do and your level of contribution. You are there to simplify his job. He doesn’t know how you do it, but he always knows when you don’t.

For Each Employee:
Evaluate Previous Year’s Performance

The Boss:
Rate your employee’s demonstration of competencies.

Some Ideas:
What do you think are your greatest skills and achievements? Where do you shine?

The Boss:
Rate your employee’s performance on each of their goals.

Some Ideas:
Have you made professional or career goals? Express them and detail what you have done to move forward on those goals. Did you boss give you clear-cut goals? If so, list what you do to fulfill his/her expectations of improvement. If not, get them from this review so you are prepared to achieve in what are his/her most important priorities. His priorities maybe different than yours and, most likely, are.

The Boss:
Determine an overall rating for their performance last year.

Some Ideas:
What would you give yourself as a performance rating personally? Now, what would you give your performance rating if you were your own boss?

Establish Objectives for the Coming Year

The Boss:
Define goals for your employee that are in line with functional and corporate objectives.

Some Ideas:
Ask for them before leaving your review, a clear and actionable list of goals and expectations. If you are unclear, ask for clarification. This is your job too. You can’t find satisfaction in your job if you feel like you are always missing the mark. Ask.

The Boss:
Define any development plans required to support your employee in completing this year’s objectives or to address skill gaps.

Some Ideas:
Once again, ask. There are times when an expectation is expressed, but you are not given the tools or resources to meet the objective. Have a clear understanding that you both will support the efforts to achieve what is being dictated.

Conduct the Performance Appraisal Meeting

The Boss:
Establish a comfortable environment for the meeting.

Some Ideas:
Be professional, don’t wear anything that can make you uncomfortable, make sure that you have eaten a good breakfast or lunch, and gotten enough rest to be refreshed, mentally alert and prepared.

The Boss:
Review and discuss your performance ratings on competencies.

Some Ideas:
Listen, breath for a moment, and then contribute. Do not get defensive. Try to view it as a collaborative negotiation in which you are both looking for excellence and evolution.

The Boss:
Review and discuss your performance ratings on goals.

Some Ideas:
Listen objectively, stay calm, listen, breath for a moment, and then respond.

The Boss:
Review and discuss overall performance.

Some Ideas:
Same as the last one.

The Boss:
Set goals for the coming year.

Some Ideas:
Make a list of your goals. What you would like to do, create, or contribute. Express educational goals that you would like to do that make you better at your job. Be seen as someone who is always learning and improving.

The Boss:
Set development plans to address skill gaps.

Some Ideas:
If there are certain skills, knowledge, or information that you need, ask if they have programs or financial assistance with getting that training.

The Boss:
Discuss your employee’s career aspirations and set appropriate development plans.

Some Ideas:
Does your employer encourage advancement? If not, set your own. Whether they are in the improvement of your existing job level or something you can develop to take to another opportunity. Knowledge is power and keeps you in the forefront of your competitors.

The Boss:
Complete the administrative paperwork for the appraisal. (If your process is not automated.)

Some Ideas:
Request a copy of the evaluation. They usually have you sign it. Having a copy gives you a blueprint on what you can work on or whether you need to move on.

Throughout the Year
Observe and Coach Performance

The Boss:
Provide feedback and coaching on an ongoing basis.

Some Ideas:
This is where your Duties List comes in handy. Also, keep a list of continued education you have taken, seminars that you have gone to, and any other activities that you are involved in that display your “can-do” attitude.

The Boss:
Manage performance gaps.

Some Ideas:
Are you working in some kind of crisis mode all the time, whether personal or professional? Request input on what can be done to alleviate or minimize it so that your performance and attitude about your work and job can improve.

In Conclusion

Also remember, that you have the chance to evaluate your boss. Maybe not directly, but it’s a good to have a clear idea if that is the work you want to continue doing or the business you want to continue working for. If it’s not, you will have outlined goals that will prepare you to seek out an opportunity that displays your best. You will have created your own agenda in preparing for something better. Remember, you represent your company, good or bad. Life gives you choices, you make the choice!

Here is the link to the website where this initiated:
Halogen Software