Keys to Nailing Your Next Performance Review

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Robatc25 of FL 3:37PM April 27, 2013

What I noticed about “performance reviews” is how little your actual contribution to getting work done matters. In my experience, how much your boss and coworkers like you is much more important. Seems to me, most employers are unable or uninterested in objectively assessing an employee’s contribution to meeting the goals of the organization, and making compensation and promotion decisions based on such objective criteria.
I recall one employer where a strong emphasis was placed on preparing, tracking and meeting “management by objective” goals. This employer had a lengthy performance review form which provided a semiquantiative final result that provided the basis for the performance review, your pay increase and profit sharing bonus. The review criteria were 93% subjective, such as “takes initiative” or “professional attitude”. Achieving the “management by objective” goals, the only objective criteria for gets work done, accounted for 7% of the performance review.
My biggest annual pay increase was justified by the manager who told me “you seem to be a good influence on office moral”. That year, I collected money to buy the office a microwave oven, which apparently made me very popular. The corporate office was too cheap to provide a microwave oven, even though obviously people bring their own lunch and eat while working rather than spend time and money going out for lunch when a microwave is available. The microwave paid for itself in productivity the first day. The previous year, my coworker got the biggest pay raise in our work group. He once played racket ball with the office manager that year, which he concluded was the only possible reason for his special treatment.
Often, performance reviews are skewed in order to justify not giving you a pay increase. I had a boss who did not want competition, and he went out of his way to populate my performance review with negatives, and gleefully detailed my deficiencies during my performance review. The fact that I completed three times the number of projects than any other person in the team was not even a consideration. The performance review did not consider “work output” at all. Actually, my best review at that company came for the year that I did almost nothing—one audit of the computer systems in the process development department. I did almost no work, so there was almost no way to find something to criticize. Fact is, the more work you do, the more people will complain because that makes them look bad or forces them to actually do their job.

Paul of CA 10:55AM January 13, 2011

Good article. I have stopped believing in PRs unless the boss has proven themselves as a good leader. Why? Once, I was on a team operating a satellite in front of a bunch of computers and my chair was squeaking and it became quite humorous to the team. Then I heard my boss coming from behind and demanded I stop as he shoved a new chair at me. I changed chairs. Over that year I had achieved additional job certifications, more than anyone else even two levels up from me, and expected a promotion. At my PR meeting with my boss, he handed me the draft PR and the first paragraph detailed the "squeaky chair" incident and how I had distracted people. It took me 3 revisits, 60 minutes, and promising never to do it again to get it out of the final PR. In other jobs over the last 15 years, even though all the organizations had mandatory PRs and feedback, I have only had 2 feedback sessions and write my own PRs. After one job, I found negative PRs and feedback forms written by bosses who never talked to me or let me know how I was doing; the documents even documented meetings and conversations that never occurred. I have submitted some of these to Dilbert. Some people are cowards and/or incompetent.

DougG of CO 8:18PM January 11, 2011