Performance Matters

Be prepared for the real possibility that your Reviewer may never have conducted a performance review and, even if he or she has, they may never have been trained in best practices for performance reviews. Become an active participant in the review by preparing ahead of time and following up afterwards.

Starting is easy. Prior to the evaluation, review the professional goals that you and your supervisor established during your previous review. If you’re a new employee and have not yet had a performance evaluation, request a copy of the job description for the position you fill from HR. Critically evaluate how well your actual performance stacks up against those goals. 

Undertaking this important self-assessment is easier if you’ve created an Accomplishments File.  If you don’t already have one of these, create one today. Grab a file folder and label it with the word “Accomplishments.” Throughout the year, whenever you complete a major project, drop a copy of the project into this file. Make sure you also add any “kudo” e-mails or notes you receive from supervisors or clients to this file. At review time, use your Accomplishments File to tickle your memory of all that you’ve achieved during the previous year.

Next, assume that the person who will conduct your performance review is an exceedingly busy person. Your Reviewer may not be aware of all the work you undertake on a daily basis, let alone your significant accomplishments. Consider preparing a memo for your Reviewer that outlines your major achievements. When you draft this memo, use language that proves you are a successful performer. For example, instead of writing, “Supervised the document review of . . . ,” consider restating your accomplishment with more specific language, such as, “Under my supervision, our team identified a key piece of exculpatory evidence . . . .” Deliver the memo to your Reviewer a few days before the evaluation. 

During the actual evaluation, use active listening skills. It’s critical that you ask questions that deepen your understanding, especially your understanding of any areas of concern that your Reviewer may raise. If a Reviewer states, “You need to be more cooperative with other members of the practice group,” avoid becoming defensive.  Instead ask, “What sort of things could I do to be more cooperative?”

By the way, if you feel you need training or coaching in order to become proficient or to meet specified goals, the performance review is the perfect time to make those types of requests. Don’t hesitate to ask. Doing so demonstrates your on-going interest in succeeding. 

Take responsibility for your career. After your review, follow-up with your supervisor and confirm your goals for the upcoming year. Then, don’t wait until your next yearly performance review to gain more feedback. Periodically touch base with your supervisor and others on your work team and ask how you’re doing.

If you supervise others, please don’t use the performance review as the one and only time in the year in which you provide feedback. As a supervisor, aspire to provide on-going and continuous feedback. Tell juniors when they have exceeded performance expectations. Similarly, when a problem arises, immediately connect with them to identify the cause of the problem and potential solutions. To the extent that you invest in these activities, nothing in the performance evaluation will surprise your Reviewees.

Prior to the actual evaluation, you also need to prepare. Begin with a review of the goals and objectives created for a specific employee. Then, acquire evidence that allows you to objectively measure performance against those standards. 

Just as I recommended that Reviewees create an Accomplishment File, Reviewers should also create a file for each person that will be reviewed. Throughout the year, add notes that document both accomplishments as well as unusual behaviors that need to be addressed.

On the day of the review, create the right environment. If the review will be conducted in your office, make arrangements to have all your phone calls held, and turn off your computer and BlackBerry. You may even wish to conduct the review in a location other than your office where you are less likely to be interrupted. When your Reviewee arrives, help him or her to relax. Discuss the purpose of the evaluation process, and then encourage the Reviewee to engage in a bit of self-evaluation.

When it’s time for you to share your perspective of the Reviewee’s performance, focus specifically on business objectives or standards that were met and unmet. Address objective work behaviors as contrasted to personality issues. Provide positive as well as constructive (never negative) feedback.  By the way, it’s important that you also engage in active listening skills.  Test your own assumptions and findings regarding performance by asking questions that clarify and confirm understandings. 

Before the evaluation ends, make sure you summarize key issues that were discussed as well as performance goals for the upcoming year. Then, end the meeting on a positive note.  

Tidings of Comfort and Joy

Does the mere thought of the “office holiday party” make you cringe? You know that it is meant to be a merry-making event, but all you can think about is the one new hire who arrived at last year’s party in a skimpy dress and another who, after drinking one too many glasses of holiday cheer, made an inappropriate remark to someone’s spouse. 

You can help ensure your newest employees don’t make critical mistakes at this year’s holiday event by directing them to my web site. Just send them to www.marycrane.com. Once they arrive at my home page, they can click on “Read Mary.”  From there, they should click on “Mary’s NewsBox” and then “Holiday Entertainment.” They’ll find a list of recommendations ranging from what to wear to how to sign a holiday card.

If I haven’t answered a question they might have, tell them to e-mail me at mary@marycrane.com. I’ll respond within 24 hours.