Leverage Your Annual Review

This week, I had my annual review, as did countless other workers across the country. The universal thread binding us all is that just about everyone is nervous going into the process. What should bind us coming out of it is learning something from the exercise.

Let’s face it: Both managers and workers often dread review time. But like an interview, a formal review should be a simple conversation, talking about performance, goals going forward and even how your manager perceives you -- and you him. As Ryck says, we’re all hamsters on a wheel, trying to meet daily, weekly and monthly deadlines, get along with our coworkers and even get ahead. It’s important to stop the wheel now and again and look around to see where we’re at, where we’d like to be and how to get from point A to point B.

Here’s what your annual review shouldn’t be: A surprise for anyone, a personal attack or the first time an employee hears about a performance or behavioral issue. Job performance should be discussed on a regular basis so the review is more of a formality and a way to document progress and set goals for the coming year.

My boss Norma says review time gives everyone something to look forward to. But you can also use it as a way to look back and update your resume with your accomplishments.

Here are some more ways both workers and managers can leverage this annual workplace ritual:

• "Effective Performance Reviews"
• "Master the Annual Review"
• "Prove Yourself Again with Your First Performance Review"

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