Acing Your Annual Review

It is that time again. The annual review.

Why is an activity that should be of value to both the organization and individual so stressful? Unfortunately for many organizations, a poor understanding of the purpose of the review can lead to anxiety. And that applies to both sides of the desk.

Consider this before going any further. It is your responsibility to be able to articulate what you do well, enjoy doing, and how you add value. If there is a significant mismatch between those activities and your job description, it often leads to dissatisfaction for you and the employer. If there is a difference in how you view your efforts and how your supervisor views them, you both need to clearly define and agree on expectations and jointly assess development needs you may have.

What steps can you take to set the stage for a meaningful and productive discussion?

1. Start with your job description.
   In a fast-paced working environment, it is important to identify what new responsibilities may have been added to your role and which ones may have become obsolete. It is a good idea to discuss and validate the changes so you can keep your priorities straight. Note that salary ranges are often tied to job descriptions; the higher the responsibilities, risks and complexity of a job, the higher the salary.
2. Define the organizational goals or accomplishments assigned to you this year.
   Be prepared to discuss your contributions and any improvements you made. If your job reflects the type of work you enjoy, be sure to make that known. If it does not, identify why and explore opportunities to contribute in other ways. It is important to provide positive, honest input. Also, so many of today’s jobs have a team component, so this is a good time to note the specific contributions of others you worked with in achieving your goals.If there were some goals that fell behind, speak with your supervisor before your review to shift the expectations or discuss improvements you could make. While a shortcoming may become a part of the review, you will be able to focus on what you are doing already to improve the situation.
3. Look ahead.
   Are there new skills you need to do your work better?
   What other ways might you expand your experience and exposure in the organization? Be prepared to explore current possibilities or those that may come up in the future.
4. Look at how your department, division, or team is structured.
   Have you noticed some actions that might improve process, communication or morale? It is good to demonstrate your understanding of the bigger picture and the complexities involved. Seek clarity on staff roles and responsibilities, especially if your manager plans to reconfigure them to address workload in the year ahead.
5. Prepare to answer the question, “What can I do to make your job easier?” 
   Managers are not mind readers. They look for tips also. Would updated technology or a modification of your work environment help productivity? Or would inclusion earlier in a project’s life cycle improve communication and problem-solving? Be sure to respond in a helpful, constructive way. Offer a balance between the positive and negative.

The most successful performance evaluations occur when there has been ongoing feedback on your efforts and goal achievement throughout the year. If your manager does not schedule these discussions, you may want to initiate them. Your appraisal will go more smoothly when your annual review is an accurate summary of those periodic discussions and the focus can be placed on planning your contributions for the next year.