Many companies request that employees complete self-evaluations to use during the course of the annual performance appraisal process. Generally, this is a way for the supervisor to pull together relevant data on work accomplishments for the prior year. Approaching this process with a constructive attitude is vital to an effective result. Here are some points to remember.
Underlying Philosophy on Performance Appraisals
The primary purpose of the performance appraisal is to mold employee behavior. For most employees, this means a good deal of positive reinforcement of those things they are doing well on the job. A good system will also provide honest feedback on at least one or two areas of potential development for the future, often in the form of goals.
The act of requesting the employee’s direct assistance by way of completing a self-appraisal has a twofold purpose. It allows the supervisor to gather the detailed information and documentation on annual accomplishments for each person. But more fundamentally, it allows the employee being reviewed to feel at least some measure of personal influence over the review process itself.
When the individual feels they have some control, they are more likely to feel tied into the productivity of the organization and the overall performance of his or her work group. He is not only doing the job, he is contributing to the review process for his job and this information, in turn, is used to make important decisions about his future, job, pay and status in the company.
The Self-Review Product
The more seriously one takes this request and the more time and effort the employee puts into doing a thorough self-review, the more valuable the information will be to the company. Further, the manager is likely to use more of the information provided, if it is a good representation of the true work product and the individual’s capabilities.
Therefore, a review that is all hearts and flowers with no thorns, will be viewed with some skepticism. Everyone has a thorn or two. If the employee is able to recognize those areas that could be improved, she is more likely to accomplish those improvements, thus making her even more valuable as an employee.
Interaction with the Manager
The employee should be told what the manager wants in terms of the format and structure. Taking the time to meet with the manager to discuss the review before the self-review has been completed is worth the extra time. Questions will need to be answered regarding key points:
- Will the manager expect the employee to utilize the company review forms for this exercise?
- Will the employee meet with the manager to discuss his self-review before the formal review is administered?
- What is the timetable for accomplishing reviews?
- Will the employee be expected to develop his own personal goals in conjunction with the review? Will the employee be rated on the achievement of the goals in the future?
If the manager is unfamiliar with the review process, a meeting with the employee, manager and HR may make the most sense.
The first time a review cycle is completed for the employee will be a more time consuming process, since some training will be required. The employee would do well to request copies of the performance appraisal documents at the time of hire so he can anticipate what criteria will be used to evaluate performance.
When the Appraisal Needs Improvement
Ultimately, if the appraisal process is not satisfactory in some way, an employee may wish to meet with the supervisor, manager or the HR manager to discuss his concerns. Depending on whether it is the review ratings, the timeframe or the process, giving feedback where improvement is needed, particularly if several people feel the same way, may help the company to evolve to a better instrument.
In the final analysis, the person who can honestly and openly listen to the feedback and try to change his performance to meet expectations will be the winner. Accomplishing positive change and job growth is to everyone’s benefit in the workplace.
Therese Haberman - With a MS degree and 25 years in HR mgmt, in 2005, Ms.Therese began a writing career specializing in children and HR.
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