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The Deadly Self-Appraisal Form and How to Fill It In | Vinehouse

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The Deadly Self-Appraisal Form and How to Fill It In

HOW TO MAKE THE MOST OF YOUR APPRAISAL OR PERFORMANCE REVIEW TIPS AND SECRETS TO SUCCESS AT WORK

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Your System Check how the appraisal system or performance review works in your organisation. Often these things will have been updated with new forms and new ways of doing things since you last used them. Pay particular attention to What the paperwork involves the appraisal comments you will need to make
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Where it goes Who needs to fill in what Any performance rating system you have

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APPRAISAL FORM ANSWERS AND ANSWERING QUESTIONS IN SELF-APPRAISAL FORMS

Sometimes the questions on these forms are really hard to answer. In the first one I ever had to fill in myself was a statement asking you to: List your three worst failures in the past 6 months. My colleagues and I wasted hours trying to think of ways to answer this without incriminating ourselves. If you have something like this, stick to the facts and just say what you did. It may well be followed with a question asking you what youve learned from the experience or what you would do next time. Even if there isnt one of these questions, make sure you have the answers ready for the appraisal itself. Here are some real appraisal form questions with tips for answering them:

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4/22/13

The Deadly Self-Appraisal Form and How to Fill It In | Vinehouse

report "Do You Know What's Wrong With SMART Objectives?"

Ha s the pa st yea r been good/ba d/sa tisf a ctory or otherwise f or you, a nd why? This can be very difficult to answer if you are the kind of person who tends to hide their light under a bushel. Even if you find it easy to tell others how wonderful you are, be wary of answering this question. Its best to stick to the facts, rather than give opinions like Quite well or Fantastic. Use the examples you have gathered. Wha t do you consider to be your most importa nt a chievements of the pa st yea r? Think about what is most important for your organization and where you have contributed the most to the organisational goals. Use examples and facts. Wha t do you like a nd dislike a bout working f or this orga nisa tion? No need to tell you to be careful here! However, if this question is genuine and your manager really cares, this could be a useful opportunity. It would be easy to sound negative in an answer to this question. So instead of risking that, phrase your concerns as suggestions. Wha t elements of your job do you f ind most dif f icult? Again, stick to the facts. It might be good to phrase answers in terms of what development or training you would like. Wha t elements of your job interest you the most, a nd lea st? Stick to the facts when you describe these elements, especially the ones you like the least. Say The job involves repeating the same task 153 times a day rather than The job is boring Or I find communicating with the purchasing department takes up two days each week and would rather spend that time working in the lab rather than I hate dealing with the idiots in purchasing What action could be taken to improve your performance in your current position by you, and your boss? A useful phrase here might be: It would be helpful if my manager could. I would like to develop my skills in YYY so that I can XXXX Stick to suggestions rather than complaints. Wha t kind of work or job would you like to be doing in one/two/f ive yea rs time? Many people find this very difficult to answer. Especially if they are quite happy in their work and have no ambitions to progress or are near retirement. In this case its OK to put that you enjoy your current role. You might want to say that you look forward to new developments in that role if its appropriate. What sort of training/experiences would benefit you in the next year? Not just job-skills also your natural strengths and personal passions youd like to develop you and your work can benefit from these. Think about what you need to be able to do in your job over the next year and identify some training or other kind of development Score your own capability or knowledge in the following areas in terms of your current role requirements (1- 3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent). If appropriate bring evidence with you to the appraisal to support your assessment. The second section can be used if working towards new role requirements. These kinds of questions can be very hard to answer. Make sure you have clear definitions of all the skills and behaviours on any list. Also get hold of the standards expected for your role. Then ask your colleagues to help you if you are not sure. To get help with appraisal training contact us. Tomorrows instalment is called:

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To your continued success Nancy Slessenger

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