Get specific criteria on performance review
Marie McIntyre
Q: My last three performance reviews have been very disappointing. The manager who hired me always gave me outstanding ratings, but since he left, I have been rated as “meets expectations.”
During this year’s discussion, “Bob,” my current supervisor, raved about how I had developed creative solutions, improved work processes and effectively trained new employees. However, he did not include these remarks in my written review. When I questioned my average rating, Bob said upper management would not agree to a higher score.
To make matters worse, my colleagues and I recently discovered that Bob gave us identical appraisals. All our ratings and comments were exactly the same. He apparently completed one review form and then made three copies with different names.
Fortunately, Bob is now transferring to another management position. When our new supervisor arrives, how can I get her to give me a better rating?
A: Bob provides a perfect example of how to mismanage the appraisal process. So before discussing your disappointment, let’s focus for a moment on his dreadful approach to performance reviews.
Bob’s first mistake was lavishing you with verbal praise that was omitted from the official document. Then, instead of providing helpful feedback, he blamed his bosses for your mediocre rating. Finally, he created four copycat review forms, which should be reported to human resources.
Regarding your ratings decline, there are several possibilities. Your hiring manager might have had different expectations than those who followed him. Your company could have decided to combat “ratings inflation” by limiting the number of high scores allowed. Or perhaps your performance has actually slipped a bit.
But regardless of the cause, the coming management change provides a perfect opportunity for a fresh start. Talk with your new boss about her definition of outstanding performance for your position, and then work hard to deliver those results.
Q: Our new coworker is a most unpleasant person. “Steve” is easily frustrated and prone to angry outbursts. He complains constantly and blames others when he makes mistakes. Steve also does very little work. He is usually chatting with friends or playing games on his phone. He even bragged about watching an entire movie at his desk.
Because Steve is still a probationary employee, he could easily be let go. However, our boss is located in a different area, so he may be unaware of these issues. How can we inform him without looking like a bunch of tattletales?
A: By allowing a probationary deadline to slip, many managers get stuck with problematic employees, so your group’s feedback could be quite helpful. Just be sure to provide factual observations, not personal complaints.
For example: “We wanted to let you know that we have concerns about Steve. He spends a lot of time on non-work activities and frequently complains about his job. He also gets angry easily and avoids taking responsibility for his errors. Since he is still in his probationary period, we thought we should share this information.”
Answer any questions your manager may have, thank him for listening, and then go about your business. Regardless of what he ultimately decides, you will have provided a useful perspective.