Acing Your Performance Review

Most people roll their eyes when it comes time for performance reviews. This is because the review is, by nature, an uncomfortable and contrived process. In most companies, reviews happen once or twice a year, and during this time, every employee is forced to sit in a room with his boss and talk turkey about how he's progressed and how he's screwed up. Performance review documentation is notorious for being generic and vague, complete with ratings that are totally subjective and impossible to measure. Unfortunately, many reviews also take place in a vacuum: the items discussed are often not mentioned again until the next review. As a result, many people perceive reviews as yet another bureaucratic exercise that wastes valuable time and need not be taken seriously. However, for all its flaws, the performance review is the only door to promotion inside much of the business world, so you must take advantage of it if you want to get ahead. Preparing for the Big Day If you don't care about your review, no one else will. The worst thing you can do for your career is to go through the process passively. Whether your company's review cycle takes place annually or bi-annually, your preparation should typically start weeks before. Think of your review as an opportunity to sell your manager on your value to the company. You'll have a great head start if you've mapped out clear career goals and you and your boss have discussed them on an ongoing basis. Take your last review out of the file cabinet and dust it off. Look at the goals and/or action steps outlined last time around and gather facts to support how you've progressed in each area. Brainstorm concrete examples that illustrate outstanding performance and practice communicating them so they're on the tip of your tongue. Then, make a list of all of the things you would like to cover in the review conversation, independent of your manager's agenda. Your objectives will probably include soliciting feedback on your progress, identifying new goals and growth opportunities and hammering out a long-term promotion plan. This last item is particularly important. While you can't reasonably expect to be promoted after every review, you should at least leave with an understanding of where your current responsibilities are leading. When it comes time for the actual review, make sure your boss gives it to you. This may sound ridiculous, but you'd be surprised how many companies will allow managers to get away with skipping the review process entirely. After all, bosses are busy and employee reviews are not on the top of their list of priorities. Remember, though, that it's your right to request a timely appraisal. During the meeting itself, maintain a good balance between listening to what your manager has to say and playing an active role in the conversation. Just because your boss offers constructive criticism doesn't mean you won't get a promotion or raise, so keep your defensiveness to a minimum. Even though a casual chitchat session might be more comfortable and fun than a serious conversation about your career aspirations, insist on getting through your objectives for the meeting. Don't be afraid to ask questions about your boss's feedback and make sure you read over your written review carefully before signing it. Once the cycle is complete, your manager might be perfectly happy to forget about your performance for the next five or eleven months. Don't let her. Be proactive about setting up regular meetings to review your progress, address potential problems and incorporate new responsibilities and priorities into the master plan. If you keep the lines of communication open, nothing that comes up in your next review will be a surprise. Who knows, maybe you'll even look forward to it! Asking for a Raise If you are going to ask your boss for a raise, make sure you have a good reason. And needing the money doesn't count. Your company doesn't care if you are drowning in student loans, can't make your rent or have to finance a wedding this year. Like everything else in the business world, the money you get paid is all about the value you add to the company. Before you sit down with your manager, you'll want to be prepared with a list of contributions that have positively impacted the bottom line. As you're putting together your case, be hard on yourself. Look at the situation from your company's point of view. Have you honestly acquired such valuable skills, performed at such a high level and exceeded expectations to such a degree that your company should shell out more assets to keep you? You also have to look at the big picture. Check out compensation surveys like the National Compensation Survey by the U.S. Department of Labor (