| Especially with the economy in recession, it goes | | | | your contributions are obvious, and while you're at it, |
| without saying you need to firm up your position | | | | don't assume your boss remembers everything |
| with your employer. If your performance review is | | | | you've done (he doesn't). |
| coming up within the next quarter, start now to | | | | Particularly during this era of belt-tightening, you might |
| prepare. | | | | have taken on additional responsibility in an effort to |
| (Actually, whether it's a severe downturn or the | | | | help your company get through turbulent waters. |
| market is riding high, you should never go into a | | | | Maybe you volunteered for a project, or collaborated |
| review without having prepped for the meeting. This | | | | on a critical assignment in order to meet an |
| is yet another instance where advance thought and | | | | accelerated deadline. Make a note. |
| planning are advisable...no "winging it.") | | | | Don't forget to look to the future. Think about what |
| You might think the ball is entirely in your manager's | | | | you'd like to achieve in terms of career progression, |
| court when it comes to the appraisal, but that's not | | | | look at your company's goals, and figure out how |
| the case. In some ways, the review is a lot like the | | | | you can marry the two...the ultimate win-win situation. |
| job interview. Think about what makes you unique, | | | | (You achieve your professional objectives, and in so |
| and consider your employment and your contributions | | | | doing help your employer achieve its.) Then have this |
| from the company's perspective (i.e. it's not all about | | | | discussion with your boss during the performance |
| you...what's "in it" for them). | | | | evaluation. Enlist his or her help. |
| Review the goals you and your boss agreed to at | | | | Bring your backup...these lists...to the meeting. You'll |
| your last evaluation. Use that as the baseline to | | | | want to refer to them. |
| conduct your own personal assessment. That's | | | | Finally, never walk into a review assuming you're |
| obviously the starting point for the conversation, so | | | | going to walk out with a raise. The two are not |
| be prepared to illustrate how you've achieved and/or | | | | automatically linked, though many have come to |
| exceeded them. | | | | assume so. Especially now, with the economy in the |
| Think about what you've been doing since your last | | | | tank and many companies struggling, it's very likely |
| appraisal in terms of your contribution to the bottom | | | | you may not receive any salary bump. Still, a good |
| line. Whatever your responsibilities, you'd better have | | | | review can cement your value, help to secure your |
| had some kind of measurable impact on the health | | | | job, and might pave the way for a raise when the |
| and well-being of your employer. Have you generated | | | | company is on better footing. |
| revenue? Saved the company money? Increased | | | | It's also a golden opportunity to chart your |
| operational efficiency? Contributed to the | | | | professional path. The smart person may just find a |
| development of a new product or service? | | | | way to use a downturn as a trajectory of sorts - |
| Make a list. Be specific. Quantify wherever possible. | | | | finding ways to gain exposure, move into areas of |
| Give examples, and include dates. | | | | greater interest, and assume greater responsibility. |
| As you're compiling this inventory, don't assume all | | | | |