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
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
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.
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.
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.
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.