Writing Your Self Review- Section 3

Included in this section: Helpful Hints in Writing Your Self-Review | Writing the Plan | The Supports

One of the most important reasons to complete an Annual Performance Review is so that you can develop a clear picture of what your supervisor expects of you on the job. You and your supervisor may have differing definitions of responsibilities and the Expectations. Differences can be helpful, yet if those differences are not acknowledged and explored, they can get in the way of a great work experience. This review meeting gives you an opportunity to discuss your definitions and gain clarity on your direction for the upcoming year.

Helpful Hints in Writing Your Self-Review
 
 
After assigning a rating level to an Expectation, give descriptive examples to support your rating.
Consider the following examples of vague versus effective and clear descriptions. :
 
 
As you plan for the upcoming appraisal process, keep in mind the following guidelines for administering performance feedback:

 VAGUE EFFECTIVE AND CLEAR
   
Expectation:
Conflict Resolution 		Rating: Absent
" I don't like dealing with conflict." "I think I tend to shy away from conflict, like a lot of people. I believe other members of my team or my supervisor may be better equipped to handle conflict situations. If someone is angry, it makes me nervous and I don't seem to make the best decisions then. I think my colleagues see this and try to help me by stepping in to resolve the issue for me. Although their intent is good, perhaps a different approach would help me learn to handle difficult situations on my own. I would like to learn how to feel more confident in dealing with conflict. "
Expectation:  
Building Trust 		Rating: Learning
"I think I do okay here, but could use some help." "Although in some ways this comes naturally to me in a one-to-one relationship, I think I've struggled here with how to build trust with outside departments. I feel tenuous when working with outside departments about how they view me and if I'm coming across as trustworthy and authentic. I think I could use some insight on the culture of our various department and how to best establish and maintain great relationships with them."
Expectation: Communication Rating: Doing
"I am a pretty good communicator.” "I try to be proactive and add agenda items to our team meetings informing them of pertinent issues such as customer service perceptions and possible scheduling problems. I try to consistently communicate clearly and concisely in my monthly e-mail team updates."
Expectation: Teamwork Rating: Excelling
"I get along really well with the other members of our team." "I believe I am well-respected by the other members of our team as someone who is willing to assist others when they need help. I've volunteered to help with the training and orientation of the newest member of our team. Other members of our team have expressed their appreciation for how I routinely ask if they need help with their projects, especially when my skill set is called for. "

Writing The Plan  

You should come to the review meeting with some possible developmental goals in mind. Think about your developmental opportunities from differing perspectives.  

The Plan asks three questions:  

  • What will I do?
     
  • How will I accomplish this goal?
     
  • How can my supervisor help me reach my goal?

The following list of questions can be helpful to you as you create your Plan:  

1. What skills could I develop that would be useful to my department in the future?  

2. Are there specific skills I would be interested in developing? If so, what are they?  

3. What are my strongest skills? How could I take those skills to the next level?  

4. What are my areas of opportunity? What are the next steps in improving those skills?  

5. Is there a project or responsibility that I could work on that would both benefit the organization and help me to acquire, develop or apply these skills?  

6. How should I go about accomplishing this goal? What method of learning would best suit me? Classroom experience? Mentoring? Reading? Online tutorial? Learning directly from a colleague?  

7. What type of support do I really need from my supervisor to succeed in accomplishing this goal?  

The Supports

No staff member operates in a vacuum at SMU. Most of us consider our supervisor to be the major source of support available to us. This Review process reflects the idea that in most cases, a staff member and a supervisor should partner with one another to not only set, but also achieve, goals.

An employee may ask for specific resources such as tools, time, or other tangibles to support the Plan. Often less tangible supports are also helpful. The following list contains both types of supports. The list is not exhaustive, but it does provide a springboard from which to brainstorm actions a supervisor could implement to promote the staff member’s success.

Provide Feedback

  • Actively coach staff member on skills; provide timely, useful feedback and encouragement.
  • Staff member and supervisor meet regularly to review performance goals and plans.

Teach Teamwork

  • Facilitate team-building within work groups.
  • Use a team approach to develop people; cross-training.
  • Encourage teamwork and teach team skills.

Provide Recognition

  • Demonstrate sincere appreciation for others' contributions, achievements and good work.
  • Share successes with others; create opportunities for recognition.

Practice Quality Communication

  • Listen with empathy; respond diplomatically.
  • In a timely manner, share information employees need to perform their jobs.
  • Develop processes by which vital information is shared quickly and effectively.
  • Express thoughts clearly; be aware of differing communication styles.

Build Trust

  • Keep promises and honor commitments.
  • Educate staff about professional ethics and adhere to them as well.

Remove Obstacles

  • Help identify and eliminate obstacles to performance.
  • Provide adequate resources for training and business tools.
  • Review work processes to eliminate unnecessary steps.
  • Seek opportunities to proactively develop self and employees.
  • View failure as a growth opportunity; assist with problem-solving and training to promote success.

Promote Positive Problem-Solving & Decision-Making Skills

  • Seek to solve problems without affixing blame.
  • Make decisions using facts; involve those with expertise closest to the problem.
  • Teach others the processes/criteria involved in making management decisions.
  • Address problems first with the person(s) directly involved.
  • Encourage the view that conflict is an opportunity for building trust and improving communication skills.
  • Encourage use of a win-win approach to conflict and problem-solving.

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