Finweek English Edition - - MANAGEMENT -

Dick Grote, au­thor of How to Be Good at Per­for­mance Ap­praisals, has a lot to say on the sub­ject, and most of it isn’t good. “I’ll ad­mit it’s im­por­tant to get the em­ployee’s point of view in the process, but this is the wrong way to do it,” he says. In his view, since study af­ter study has shown that we are hor­ri­ble judges of our own per­for­mance, any self-eval­u­a­tion should fo­cus ex­clu­sively on pos­i­tives; peo­ple should not be self-crit­ics. Ti­mothy But­ler, a se­nior fel­low and the di­rec­tor of ca­reer devel­op­ment pro­grammes at Har­vard Busi­ness School, agrees that self-as­sess­ments aren’t the best way to eval­u­ate per­for­mance. But he be­lieves they do serve a pur­pose: “They’re an im­por­tant source of in­for­ma­tion about what hap­pened in the past year,” But­ler says.

No mat­ter where you stand on their value, self-ap­praisals are a sta­ple of of­fice life. So the ques­tion is how to han­dle them. Here are some prin­ci­ples to help you when re­view time rolls around.

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