Inch­ing to­wards a good per­for­mance ap­praisal

Com­mit­ment to qual­ity has to be your sig­na­ture. Any task that is as­signed to you has to be your im­print. Re­mem­ber, shoddy work will not get you any­where

Hindustan Times (Chandigarh) - Guide - - INSIGHT - Gauri Ch­habra

Can you be­lieve what the HR man­ager did? Re­ally! Let me tell you about my ex­pe­ri­ence!”

How many times have you had this con­ver­sa­tion with a col­league? The con­ver­sa­tion crops up af­ter a bad ap­praisal. What is it you can do to avoid it?

The an­swer is sim­ple. Work your way to­wards a good per­for­mance ap­praisal, start­ing to­day! Fol­low these tips

Start early

Do not wait for the last few months be­fore your ap­praisal to show re­sults. As soon as you are in a new job pro­file, un­der­stand the in­tri­ca­cies and put your best foot for­ward to achieve the goals you have set for your­self .It’s hu­man ten­dency to re­mem­ber the num­ber of times bad things have hap­pened rather than cel­e­brate the good things. The same ap­plies to per­for­mance ap­praisals and re­views. When you’re fill­ing out forms for your an­nual re­view be­fore the man­age­ment gives out its final dik­tat or, when you’re meet­ing se­nior man­age­ment to dis­cuss the goals you set for your­self, you need to be well armed with in­for­ma­tion about what you are go­ing to do in the next few months and the pos­i­tive im­pact that it will have in the com­pany.

Crys­tallise your achieve­ments

Par­al­lel to do­ing good things, it is also im­por­tant to keep record­ing and re­pro­duc­ing them as and when the need arises. You should record your suc­cess whether it is in the form of praise given by a cus­tomer over email, good feed­back given by your one up man­ager in writ­ten or an in­ter­nal pod­cast mak­ing valu­able sug­ges­tions to a new project in a brain­storm­ing ses­sion. These facts will be in the crys­tallised form and pave your way to a good per­for­mance ap­praisal.

"High­light the achieve­ments that have had the max­i­mum im­pact on the com­pany."

Touch base with your man­ager con­sis­tently

And you thought net­work­ing was only im­por­tant out­side your of­fice for hunt­ing bet­ter job prospects? If you can start com­mu­ni­cat­ing with your man­ager be­fore your ap­praisal pe­riod starts, that will be ideal. First, it will give you a heads up in case there is some neg­a­tive feed­back for you, giv­ing you suf­fi­cient time to im­prove. Get the most out of the ‘time win­dows’ that man­agers keep for giv­ing pro­mo­tions. If you want a raise or a pro­mo­tion, you must talk to your man­agers be­fore this time win­dow comes in. By do­ing this, you may be able to avert a bad re­view in the first place be­cause com­pa­nies usu­ally de­cide the peo­ple they want to pro­mote months be­fore the ac­tual re­view takes place.

Sales per­son­nel are clearly ap­praised and re­viewed though the num­ber of tar­gets they achieve but for other roles, like HR where goals are not eas­ily mea­sur­able, you must take the ini­tia­tive to talk about your tar­gets with your boss.

Dis­solve to evolve

In case you have joined a new or­gan­i­sa­tion or tran­si­tioned in a new sec­tor, do not start ref­er­enc­ing your pre­vi­ous or­gan­i­sa­tion to con­text to work out changes in your present job. Peo­ple will re­sist you and your sug­ges­tions. First dis­solve in the sys­tem, it is there for a rea­son and a lot of in­tel­li­gence has gone be­hind it. Once you have dis­solved your­self vis a vis both work and your ego, es­tab­lish a pat­tern when peo­ple ac­cept you. Once you have gained this emo­tional mileage, you have won the race. Slowly evolve tak­ing the fun­da­men­tal phi­los­o­phy of the or­gan­i­sa­tion into con­sid­er­a­tion, sug­gest­ing changes .Your man­ager and your peers will ac­cept you and be a cat­a­lysts in your growth.

Com­mit to qual­ity

Com­mit­ment to qual­ity has to be your sig­na­ture. Any task that is as­signed to you has to be your im­print. Re­mem­ber, shoddy work will not get you any­where. Quick fixes can help you ini­tially but they can never make your man­ager con­sider you for a raise in ti­tle. In case you get work done, it might trans­late into a hike in salary but re­spon­si­bil­ity will only be be­stowed on you in the form of a bet­ter job ti­tle only when you com­mit your­self to qual­ity.

Build com­pe­tence

At the heart of ap­praisals comes trust wor­thi­ness, which is a di­rect corol­lary of com­pe­tence. Com­pe­tence is what we can do. It in­cludes 'tech­ni­cal com­pe­tence'- the knowl­edge and skills to achieve the agreed upon re­sults, the abil­ity to think through prob­lems and look for al­ter­na­tives. Once you have gained ground on tech­ni­cal com­pe­tence, de­velop the abil­ity to see the big picture, to ex­am­ine as­sump­tions and shift per­spec­tives lead­ing to a 'con­cep­tual com­pe­tence'. How­ever, the most im­por­tant and per­haps the most dif­fi­cult to achieve is, 'in­ter­de­pen­dent com­pe­tence'- the abil­ity to in­ter­act ef­fec­tively with oth­ers, in­clud­ing the abil­ity to bring about syn­ergy. Ask your­self: "Am I be­ing con­sid­er­ate to the needs of my peer group?"

Keep sharp­en­ing the saw and take it to a stage when your bosses and your peers start trust­ing you. You have laid the foun­da­tion of a very strong per­for­mance ap­praisal for your­self.

Di­rect your­self

The peo­ple who reach the top are the ones who grad­u­ate from “Do as Di­rected to Di­rect your­self”. Ac­cept the re­spon­si­bil­ity to gov­ern your­self as an in­di­vid­ual. You can do what you have agreed to do with­out some­one con­stantly di­rect­ing con­trol­ling and hov­er­ing over you.

Ask your­self:

Do I typ­i­cally wait un­til I am told to do things or do I know what needs to be done?

Do I mi­cro man­age things or give peo­ple space?

Do I con­stantly hover and check?

Do I work only when nagged or even when the boss is out of town?

If your an­swer to all these ques­tions is the lat­ter op­tion you have grad­u­ated with fly­ing colors . No or­gan­i­sa­tion can af­ford to lose you.

You will get an ap­praisal that is be­yond your ex­pec­ta­tions.

All this is great but…all those who think this way, go back to the metaphor of the bam­boo tree for a first few years the growth is just un­der­ground .Once it spurts out of the ground. It is for all to see. So inch by inch, you will be able to clinch the ap­praisal, yard by yard it may be hard.

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