Unless this was part of a 360-degree feedback program that includes input from an employee’s peers and subordinates, your manager is going in circles when it comes to evaluations. A performance evaluation session should be based on tangible, measurable, and specific indicators of your performance over a given period of time. Evaluations should not be based on the opinions of one of your manager’s buddies.
Today’s most effective managers meet with their employees frequently during the evaluation period, both on a formal and informal basis. They provide feedback on the employees’ performance, as well as coaching and guidance when necessary. When the full evaluation arrives, there are no surprises. However, it is surprising that your manager is not doing this.
You should document the specifics of your key successes and accomplishments during the year, and then discuss them with your manager. Be businesslike in discussing your most recent evaluation and try to let your achievements speak for themselves. Regardless of your manager’s response, you should also plan to take more active steps during the coming year to let her know how you are doing. And if your company ever goes with a 360-degree feedback program, you know just what to say.
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