2021-05-01 13:43:46 –
Jumping into the pandemic-inspired DIY tide, I’ve presented a column explaining how to write your own employee’s documentation. We started with a letter of recommendation two weeks ago and continued to explain our work last week. Today we will complete the trilogy with a tutorial for writing your own performance evaluation.
And why you might ask, do you want it? The most logical answer is to ensure that you receive reviews. In today’s understaffed and decentralized workplaces, this process is more often reduced or even abandoned.
In fact, in some companies, pre-pandemic practices have already diminished, and consultants and authors have called them counterproductive and hastened their end. It’s not difficult to understand their claim. Waiting 6 months or a year to tell someone that you haven’t measured makes it much harder to modify the course. Similarly, waiting that long to give praise is like giving your dog a treat three days after following the order that the dog sits down. I’m still grateful for that, but the moments of teaching are almost gone.
The answer is not to abandon performance evaluation, but to adjust it to your current working style. In many organizations, their duties are changing rapidly. Reviewing based on last year’s work means that it can be out of date before the conversation begins.
On the other hand, reviewing employee growth in key soft skills and work abilities is always relevant. For example, think about self-management, project organization, team leadership, and mastery of a particular technology or process. Combining these factors with a focus on an employee’s career path and goals makes conversation a powerful tool for both parties.
But what if your department uses the concept of delayed praise rather than a growth-oriented process? Or, again, what if your department doesn’t do any reviews? It’s time to call your inner DIY-er. Read on to see how it can affect both the performance evaluation process and the results below.
Write your performance rating
First, let’s think about the workplace. If this is a very structured setting with a defined review system and tightly measured performance goals … well, the boss may not welcome the perceived attempt to destroy the process. In this case, assemble your contribution as a complement rather than an alternative and write your document accordingly.
On the other hand, if your organization controls the other side of the scope by having no system at all, you can introduce your concept as a handy tool to ensure that everyone is on the same page as your job. I will. In either case, completing your own document is a good way to prepare for the conversation.
With that big picture warning in mind, here are your steps.
1. List successes. Go back a year or go further if no reviews have been done. Now consider both the big and illustrious achievements and the overall progress achieved as a result of stable daily input. What was your role? What happened?
2. Check the problem area. Imagine that you used the same period and didn’t go as planned. Again, include disappointing events and unmeasured ongoing processes. What was your role? What’s the difference?
3. Identify areas for future growth. Based on your success and problems (or other criteria): In what areas do you want or need to grow next year? Are there gaps in understanding important processes? Did you get feedback on the weaknesses of your work style? Are you keen on cross-training and accreditation?
4. Telescope is 2-3 years.. Finally, imagine your future with this organization. In this exercise, you want to stay for several years. What role do you want to play? Do you have a class or membership that you would like to sponsor? What do you want to work on? At the same time, think about the quicker remedies and rewards you want from your boss, from coaching to pay raises to changing positions to suit your current job.
5. Make a note of everything. The simplest format is a simple document titled “Performance Evaluation-Self-Evaluation” with name, title, and date. You can then summarize your role or the major events of the year, followed by the subsections headed in the list above.
Whether you request a meeting centered around this document, include it as part of an already structured process, or simply use the idea depends on your perception of the culture. But no matter how you use it, you can definitely benefit from considering where you are and where you work.
Amy Lindgren owns a career consultancy in St. Paul.She can reach at firstname.lastname@example.org..
DIY Part 3 — the self-reflective performance review – Twin Cities Source link DIY Part 3 — the self-reflective performance review – Twin Cities