advice for appraisal/review

M

marion1

Registered User
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15
Hi,
I am due a review in work and am looking for some advice on how to approach this review best. Any tips or advice would be much appreciated as this is my first review and am unaware of how to best appraoch it.

thanks in advance

marion
 
At our company a review is nothing to fear - honesty is what good employers are hoping for at a review.

They will want to know how you feel you are progressing in the job, do you need any help or training, any problems with colleagues or managers ( bullying, harassment etc. If there are any issues you need to mention them as you will most likely be asked to sign the review from at the end and will have no recourse if you don't mention something that has already happened )

They may also want any suggestions you have for the company or for expanding your role, have you got any skills that are not being used, where you see yourself going in the company etc.

Good luck and don't fret it unless you have been naughty !
 

Agree with most of the previous post but there is no rule/law that says that you have no recourse if you don't mention any bullying etc. at a review. Although a review is certainly a good place to air any concerns, you also have avenues such as HR or another manager in a company and don't necessarily have to go to your reviewer. One may feel that a certain incident has happened that doesn't merit mentioning at a review, but that does not "erase" the incident if another comes along such that you feel the need to mention it as an official complaint, even if you didn't mention the first incident in the review itself.

I know OP hasn't referred to anything like this so apologies if it's off topic somewhat, but it's important that people feel that it is always open to them to complain about bullying/harassment at any stage during their employment.

On the review point - absolutely, be honest - about your abilities and achievements, as well as areas for development. Be enthusiastic about areas for development and try and suggest how your employer can help you in those areas (training, mentoring etc.) Suggest things that you can do to make things better, even if it's not completely within your realm. Employers love someone who can identify a problem/inefficiency and put forward a practical plan as to how to improve it.

good luck!

Sprite
 

We are definitely well off topic now Sprite but just to clarify the point again.

If a reviewee says there has been no incident of B or H, that is recorded on the review form and then form is signed by both reviewee and manager / director then it will be difficult to argue that there were incidents at any later date. I take your point that you cannot erase an incident but we use this system in our company at reviews and at termination interviews in a bid to protect the company from claims. So my advice remains that if there have been any incidents then don't sign a piece of paper saying that there have not been.

Apologies again to the OP and all for this off topic stuff
 
My advice is to use this opportunity to blow your trumpet. It can be difficult to standout on a team, especially if you are new & tend to be on the quiet side. Make a list of everything you have achieved since you've started and everything you hope to achieve in the next year. Even if you have not had a particularly successful start to the job, use this opprotunity to get support from your manager to turn that around. Outline how you would like support from your manager (training, coaching, etc). A positive approach to a review will stand to you.

For some employees, this may be the only one to one they will have with their manager, so make sure you utilise it to the full (and try to schedule regular reviews on a monthly/quarterly basis....your manager should be there to support you, make sure they do their job!).
 


Continued apologies for being off-topic. Yes, it would definitely be difficult to argue that incidents had occurred if you signed something that said they hadn't. But it doesn't make it impossible. Agree with all you say above but I was just concerned about the first post implied that, if you didn't mention anything that had happened previously, then you were absolutely barred from bringing it up again at a later date - I wouldn't want people thinking that they only had one shot at bringing something up and that their oppty for redress/complaint was automatically quashed if they didn't bring it up at review or signed something that said that no B&H had happened. Sometimes, particularly with bullying, an employee can feel frightened to bring it up at review time. Sometimes a bullying incident won't even be recognised as such until it's followed by other incidents and a pattern emerges.

Absolutely agree that one shouldn't sign something saying that nothing happened if indeed there was an incident of B&H - but can see that there may be reasons why someone mightn't feel comfortable making an issue of e.g. one incident. From the employer side, I also agree that it's good advice for the specific issue of B&H to be discussed at a review and that employee is asked to confirm that there are no problems.

Sprite
 
To get back on topic.

I review around a dozen staff a year and my deputies around another 80 which I subsequently review the written report. I hate reveiwing people who have not prepared for the interview. That means, depending on your job, getting your facts and figures right before you go in, going back over your diary and mails to see what you have done during the year

Look at your objectives and remember that meeting your objectives is not the same as exceeding them. Too many staff meet their objectives, do a few hours overtime and think it entitles them to a higher rating. Therefore if there are objectives that you think you have exceeded, then be prepared to explain how

The company I work for links appraisals to pay, therefore treat this like an interview, sell yourself but no b-s, after all your manager will know something about you now. And relax, unless you've made a complete haims of the job, worst case scenario is that you'll walk out with a met objectives
 
Unless of course the employee has been bullied or harrassed into signing an incomplete and inaccurate form which omits problems which have occured during the year.
 
thanks for the advice...just looking at goals now so if anybody has some examples thanks
marion
 
Hi, your employer should have set goals for you, if they haven't look at your job spec and figure it out from that, how are you contributing to the team, are you coming up with new ideas, what are your work volumes if they are above average quote the number, personal career goals, exams qualifications courses you would like to do... I go to town on my review and my manager always says he wishes the other team members would cos they woefully undersell themselves making it impossible for him to ask for higher salaries from HR !!!
 
Examples of goals: may or may not be relevant in your case. Similar to what someone above suggested: 1. Review a current working practice and see can efficiencies be made. 2. Learn more about someone else's role, someone you work closely with or liase with (specially helpful if you are a new in a job and bit unsure about what the other person or dept does). 3. A courses or training you would like to do if it's applicable. Something team-related is always good or suggestion to help or share information with a colleague. Word of warning about goals, specially if what's on this review will appear on next year's review - don't put down any really big high falutin' goals that you can't achieve, you need to show next year that you've achieved some of the goals at least. So just keep it to a few manageable goals, specially if it's your first review...
 
Some useful suggestions here, but I'd have thought that these would be mostly for development/secondary goals. Your primary goals should be aligned with the core business of your organisation and and based on your department's role and your personal role in meeting these goals - it should be about making sales or serving customers or treating patients - whatever your organisation does.
 
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