The formal assessment.
WHAT THEY TYPICALLY ASSESS
Delivery against expectations Behaviour and collaboration Growth
WHAT TO DO BEFORE
Assemble what you did, with evidence.
WHY
Managers forget, and they manage several people.
WHAT TO BRING
A summary of projects and outcomes Feedback received Anything you improved beyond your remit
WHAT TO ASK
Whether the assessment matches what was expected What would move you to the next level What you should do differently
WHAT TO AVOID
Treating it as the only conversation about performance.
WHY
Surprises at review indicate a failure of ongoing communication.
WHAT TO DO ABOUT SURPRISES
Ask why it was not raised earlier, without accusation.
WHAT TO DO ABOUT DISAGREEMENT
Present evidence, calmly.
WHAT TO ACCEPT
That some assessments are constrained by process rather than merit.
WHAT THAT MEANS
Ratings are frequently distributed, regardless of individual performance.
WHAT TO DO ABOUT IT
Understand the mechanism, and plan accordingly.
WHAT TO LEAVE WITH
Specific, agreed objectives.
WHY SPECIFIC
Vague objectives produce vague assessments.
WHAT TO DO AFTERWARDS
Record what was agreed.
WHAT TO REVISIT
Progress, well before the next review.
WHAT TO DO IF REVIEWS ARE CONSISTENTLY UNFAIR
Treat it as information about the organisation.
