Sail through your appraisal

WHILE it is generally accepted by both employees and employers that performance appraisals are necessary and valuable, they are often still a big source of stress and anxiety for employees and managers alike.

The stress of an upcoming performance appraisal may be worsened by an employee's own perceptions.

A critical mistake many employees make is to imagine the appraisal process as an adversarial one, in terms of "me versus management".

Another mistake is to consider it as a single event - "Judgment Day".

This kind of thinking misrepresents what the appraisal is really about and leads employees to adopt a defensive stance, which may have a negative impact on the review.

Employees and employers both play a part in shifting the focus of performance appraisals so that they are no longer a source of anxiety.

Appraisals should be thought of as an open communication between management and staff, enabling them to work together to develop the performance of the individual employee and that of their team.

In fact, performance appraisals should be considered a crucial part of an ongoing feedback and evaluation process, to allow employees to adjust their work behaviour accordingly.

Prepare in advance
The first step towards a more positive outlook is preparation.

To be effective, proactive and committed members of an organisation, employees should review their work regularly and consistently.

An important aspect of this is to be aware of job descriptions, responsibilities and performance expectations. These are the best indicators of how an employee's performance will be measured, so it is a good idea for employees to show they have a thorough knowledge and understanding of these.

This helps employees demonstrate how they have fulfilled, and even surpassed, work performance criteria.

If you find that your job description does not accurately reflect the day-to-day reality of your job, a performance appraisal is the best time to raise this. Your manager should be told of the need to rework your job description so that it matches the true nature of your position.

Employees who dedicate some time to preparing for their review will be able to show evidence of problem-solving abilities, communication and technical skills, and general achievements.

It is also a good idea to identify and reflect upon your future aspirations, and set clear short-term and long-term work goals.

By keeping these principles in mind, you will be able to conceive your performance appraisal as an opportunity - enabling you to showcase your efforts in ways that may not normally be afforded to you.

Discuss actively
Employees should remember their role in promoting positive, open dialogue with their manager.

Although management and human resource personnel are primarily responsible for creating an atmosphere conducive to open and honest communication, employees, too, should actively and assertively engage in discussion.

During a performance appraisal, you should try to accept and objectively respond to constructive criticism. You should also seek clarification when you are uncertain about your manager's reasoning.

You can also benefit from identifying some concrete initiatives to enhance performance in the organisation, as these will be much appreciated by the management.

Do not hesitate to identify anything that is stopping you from achieving your full potential, and be ready to ask for additional support if your work demands it.

Performance appraisals are an organisational responsibility. The key to minimising the stress that goes with them is to view appraisals as a stepping-stone on the path towards your long-term career development and success.

Article by Christina Lee, director of consulting services at DBM Singapore, a global human capital management firm that provides transition services to private and public companies, not-for-profits and governments.