Ask the expert
Question - 27 August 2008
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I'm in research at a small firm, and while I'm satisfied with my job, I'm worried because my manager is suggesting we complete a performance appraisal. This is my second year and the first time we've been through a review process. There's nothing I'm specifically aware of that makes me think there's a serious problem, but it does seem odd the need for a formal review. How do I handle this review, and should I be concerned?
Answer
Au contraire - the need for a formal review process is not odd at all. In fact, a well conducted review process can be instructive, and, under the best of circumstances, even inspiring. It's likely that the small firm you work for hasn't yet instituted regular appraisals but may eventually head in that direction.
If this is totally foreign to your work environment, then it is possible that your manager is troubled about something and wants a forum in which to share feedback with you. To avoid being caught by surprise, consider any clues that might help you prepare for this scenario.
Lack of awareness is precisely why an appraisal can be so useful. Relying solely on your view of your job performance is not an adequate assessment. Although your preference probably is to focus on your research, don't do it in a vacuum. A performance review can help you to identify gaps and strategically position yourself for future decisions related to staffing, funding and assignments.
To get the most from your review, apply a three-pronged approach.
1- Assume an active role. Scientists sometimes imprudently maintain a passive posture when it comes to self-assessment. Rather than expecting your manager or advisor to do the preparing and presenting, you'll find that performance appraisals work best when you play a proactive role. Do the legwork for the session by briefly documenting achievements. To avoid surprises in the future, seek feedback regularly and assess your value on an ongoing basis.
In preparation for the review, try to anticipate your manager's potential focal point, and be ready to discuss your contributions. If there are areas you've been working on to improve, cite your progress. Participate in the discussion by asking solid questions, actively listening, responding directly without becoming defensive, and highlighting the key points you want to make.
2-Seek clarification. Of most importance in a performance review is your willingness to openly seek clarification. Hearing that you're "doing a great job" or alternatively "not so good" does not offer enough constructive criticism to translate the generalities into relevant action. If your manager subtly or directly raises issues or offers criticism, don't be tempted to minimize the feedback. You're better off probing for details until you reach an understanding of your manager's priorities, the desired behavior change and the specific actions you're expected to take to improve. Be sure that you know what's expected going forward, and reach agreement on timelines and milestones.
Depending on your career intentions, consider posing some of the following questions:
- What do you see as my strengths?
- How could I add more value to the organization?
- What are the areas for improvement that I need to work on?
- What resources are available to support my efforts?
- What can I do now to prepare for possible future assignments?
- When will we reconvene to discuss my progress?
3-Focus on development. Don't stop at current performance. Even if your manager doesn't broach the subject, be sure to weave development into the review. Your greatest asset is your ability to continually learn and contribute at the leading edge of your field and specialty. Set goals that align your talents and interests with the priorities of your manager and the organization.
Map out a career plan, whether your goal is for career advancement or simply ongoing enrichment related to your current role in research, consider the benefit to both you and the organization. Note the activity, training, experience, and the investment of time and resources required.
Before you leave the review, agree on next steps after the discussion. Keep your manager in the loop as you achieve goals. Push yourself to look beyond your current day-to-day research and think proactively about your career.
By engaging in the performance review process, you can turn a performance appraisal into an opportunity to assess your progress, highlight your contributions and shape your role going forward.
