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Your #Career : #CareerAdvice – How Do I Go from Outstanding to #Terminated ? …One of the Most Consistent Findings from my Research concerns #PerformanceReviews . Prior to Being Let Go, nearly All of the People I Interviewed had Received Glowing #PerformanceEvaluations .

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The vast majority of managers provide an annual performance review for their direct reports. We’re all familiar with the drill. Has the employee met their goals? Do they have strong productivity and attendance? Do they demonstrate customer service? Are they a team player? And generally there is a rating system that accompanies these questions. Managers fill them out, discuss the results with their employee, and send the form to Human Resources.

Performance Reviews Should… 

This “event” provides an opportunity for us to appreciate our team member, thank them for their contributions, get to know more about their own goals, and provide them feedback for professional development. Sound familiar?

It stands to reason that if an employee had something they needed to work on, a manager would address it with them — if not before the performance review, at least during the review. Unfortunately, this is often not the case.

I interviewed 65 people for my book, “Fired: How to Manage Your Career in the Age of Job Uncertainty.” They were from all regions of the United States and worked at all levels of the organization. I was intentional about getting a diverse representation of demographics, professional levels and types of employers. Every one of the people interviewed was let go from his or her job.

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Glowing Performance Reviews

One of the most consistent findings from my research concerns performance reviews. Prior to being let go, nearly all of the people I interviewed had received glowing performance evaluations. They thought they were doing a great job and their performance reviews confirmed it.

And yet they were let go.

There were a few exceptions to this; those were mostly people who had a new supervisor. In these cases, the interviewees reported having strong performance reviews until they got a new boss, and then they received a less than positive performance review.

Job Security and Performance Reviews

Although it isn’t what we managers espouse, the rule of thumb is that great performance evaluations do not necessarily mean job security. We say we will have honest dialogue. We promote coaching and training. We talk about transparency and integrity. But, as one of my interviewees commented, “I see it all the time where I work now. People get good reviews and two months later they get terminated. If someone can make a better way (to do performance reviews), they should.” I can see all the Human Resources professionals out there nodding.

Another of my interviewees asked, “How does this happen? How do I go from outstanding to terminated?” I think we can all agree that unless there are extenuating circumstances like the employee commits an egregious offense, this shouldn’t happen.

The Big Why

So why does it? A few things are at work here. First, giving an employee honest feedback is difficult. Many managers would prefer not to engage in a difficult conversation. They fear their employee’s reaction or they don’t want to address a conflict. They may not have the interpersonal skills necessary to address the issue. So people get satisfactory reviews even when they don’t deserve them. And sometimes they lose their jobs because no one intervened.

Second, sometimes the manager him or herself may not have given adequate orientation or direction about the job requirements and the organization’s culture, emphasis on the culture. Studies show that being a “fit” is more important to job security than job competence. So the employee loses his or her job because they weren’t adequately prepared.

Third, and most importantly, there are a lot of factors at play besides job performance which impacts a person’s job security, such as leadership transitions, economic considerations, and office politics and relationships. These have nothing to do with job performance.

We Can Do Better

While we can’t control every variable, as leaders we can help other managers understand the importance of clearly and explicitly stating expectations and providing the training employees need to do their jobs. It’s also incumbent on all leaders to help employees understand the culture, including the unwritten rules of the organization. And while hardly anyone looks forward to a difficult conversation, we can foster an environment where managers are encouraged, expected and taught how to provide clear instruction and feedback to employees about how they are doing their jobs. We owe it to our employees and the people they serve.

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Nancy is contributing author to the FSC Career Blog (www.firstsun.com/fsc-career-blog) & is particating member of the FSC LinkedIn Network (over 17K+ members).

 

FSC Career Blog | June 5, 2018

Your #Career : Want To Nail Your 2016 Performance Review? Show You’re Versatile…Doubling Down on your Specialized Knowledge Might Not Pay Off Like it Used To.

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With only two months left in 2016, performance review season is officially upon us. As many of us know all too well, it can be an awkward experience. But one key to nailing your review this year may be a departure from conventional wisdom. Typically we’re told to make a strong case for how well we’ve performed in our particular roles—show you’ve mastered the job skills required of you and delivered great results, and now you’re ready to move on to bigger challenges.

Interview2

And it’s not that that’s bad advice. But as the workforce evolves, the value of a broad-based skill set may be rising. Your employer might not even be totally aware of the shift, but they’re more likely to need jacks-of-all-trades than they did even a year ago. Here’s a look at why, and how to play into that trend during your next review.

THE RISING VALUE OF VERSATILITY

“I guess you can look at me and say that I didn’t specialize in anything,” UX designer Amanda Yarmolich reflected recently. “But a lot of times, it ends up being more valuable to have somebody who can kind of pick up whatever you need.”

 

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Yarmolich isn’t alone in that sentiment. According to the 2017 salary guide published earlier this month in the design magazine HOW, employers will gladly pay top dollar, “but they expect value, which comes in the form of worker versatility.” And that may not just be a quirk of design-focused industries. Yarmolich works for the insurance marketplace eHealth. In her recent experience, “You just have to be ready to do whatever needs doing at the drop of a hat.”

How come? For one thing, the changing macroeconomic landscape is pushing more employers toward low-labor business models—in other words, to find ways of getting more value out of fewer people. That necessity may have first gripped recruiters amid the last financial crisis, but since the recovery since then has been so incremental, it’s seeped into many employers’ hiring mentalities.

As one staffing expert told Fast Company earlier this year, “We’re seeing more cross-pollination among industries than ever before,” which is not only expanding what counts as “transferrable skills,” it’s also requiring workers to be more comfortable tackling a greater range of tasks—including unfamiliar ones. That type of agility is becoming less of an added bonus and more of a basic prerequisite for many job openings in a widening variety of fields.

On the other hand, employers have always prized versatile workers. In his 1957 book The Problems of Design, famed industrial designer George Nelson observed that employers have long sought “general flexibility in relation to almost any situation. Translated into action, this means an ability to bring a high level of detached perception to any problem, and this has a very special kind of value to management.”

The difference now is the change from management preference to economic imperative. Corporate boards seem to understand this value, judging from the kinds of people they put in the corner office. The New York Times recently reported that the quickest path to CEO these days is a circuitous one—often via several functional areas—according to new research suggesting that a mix of skills may now count more than simply long experience in one specialty.

COMBINATORIAL CREATIVITY

These utility players are what coauthors Kenneth Mikkelsen and Richard Martin describe as “neo-generalists” in their new book The Neo-Generalist: Where You Go Is Who You Are. They use the term to describe knowledge workers who excel in “combinatorial creativity.” As Mikkelsen described it to me, “Neo-generalists are people who expand their craft by bringing in knowledge from disparate areas and creating new ideas and methods from those new combinations.”

Martin added that knowledge workers everywhere often feel their organization or industry is too siloed, but he believes it’s the type of worker that makes this true or untrue: “We are arguing that people who have a more neo-generalist mind-set make a difference because they deliberately step outside of those silos.”

Hiring managers may be wising up to this idea. Not only are versatile workers often more cost effective, they also bring silo-busting behaviors to companies that help organizations stay innovative over time. What may have started as a dollar-stretching measure often turns out to be a competitive advantage.

HOW TO BE THE NEO-GENERALIST YOUR BOSS IS LOOKING FOR

According to Martin, “Everybody has the potential to be a neo-generalist—absolutely everybody. But it’s a question of being willing to accept that learning is never done, that you’re never a finished article, always beta.”

 

FastCompany.com |  LISA BAIRD  | 10.31.16 5:00 AM

Your #Career : 5 Things You Should Never Say in a Job Performance Review…How you Respond to Criticism & Praise will Make a Difference in your Career Path. Let’s Take a Look at 5 Things you Should Never Say in a Performance Review.

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A performance review is like a report card for adults. It tells workers how they’re performing on the job, or at least how their bosses think they are performing. Except, job performance reviews are prone to more subjectivity. You don’t simply receive a letter grade or a “satisfactory” based on right or wrong homework answers, you receive feedback on how you’re viewed around the office. Furthermore, what you say in your performance review can make or break your career.

Male hands holding pen in working environment

Are annual performance reviews a waste of time? They certainly can be. According to a recent survey fromDeloitte, only 8% of companies report their performance management process drives high levels of value, while 58% of companies say it’s not an effective use of time. In fact, about half of HR executives believe their performance process is weak at driving business value. Deloitte found it was spending around 2 million hours a year on performance reviews, including filling out forms and holding meetings.

Several companies see annual performance reviews as an outdated measuring stick — a tool for when titans of industry like General Electric needed to know how many railroad ties workers installed. Today, employers need to measure everything from productivity and customer service to teamwork and attitude. As a result, more employers are replacing the annual performance review in favor of ongoing feedback and coaching methods.

Whether you work for an employer stuck in the past or one adapting to the 21st century, you need to be able to communicate effectively in your performance reviews. How you respond to criticism and praise will make a difference in your career path. Let’s take a look at five things you should never say in a performance review.

1. “That’s not in my job description”

Nothing says you need improvement on your office etiquette like blurting out a task that you’re expected to do isn’t in your job description. Remember, job descriptions are not 100% inclusive of your workplace duties, and job descriptions often evolve as business conditions fluctuate. It’s no secret that employers love flexible employees who know how to handle multiple tasks with a good attitude. At the same time though, you shouldn’t be afraid to push back a little if you find yourself overwhelmed with requests.

The key to saying, “that’s not in my job description” without uttering those exact words is to explain yourself, carefully. You could say something to this effect: “My priorities with set deadlines this past year (or substitute the timeframe of the performance review) prevented me from taking on this additional task.” You could also try to deflect a task by explaining that you’re not typically the person who handles that, and point your manager to someone better suited for the task if possible.

 

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2. “You expect too much from me”

Yes, your boss expects a lot from you. You likely even feel underpaid for what you have to do and put up with on a daily basis. Sometimes it may actually be too much for you to handle, but being over-defensive is probably not the best way to approach the situation. You need to remember to keep your emotions in check.

“It’s important to be honest, but you don’t want to be really defensive,” explains Lisa Chui, vice president of finance and human resources at Ubiquity Retirement + Savings, in an interview with The Cheat Sheet. “Depending on the level of criticism an employee reviews in a performance review, they can be very defensive. It’s always a good idea to be calm and collected, even if on the inside you are just screaming and want to run out of the room crying. It’s never a good idea to let your emotions get the best of you at that moment. If you’re receiving feedback that is driving an emotional response, process the feedback and continue the conversation.”

If declining a task isn’t an option during your performance review, ask your manager how they would like you to prioritize the task. This shows that you’re willing to be flexible, but provides you with some room to juggle otherjob responsibilities.

 

3. “I can’t”

I’m reminded of a famous Henry Ford quote: “Whether you think you can or can’t, you’re right.”

Saying “can’t” is limiting. You limit what you think you can do, and you also limit what other people (like your boss) think you’re capable of doing. Saying “can’t” in your performance review is equivalent to telling your boss that you don’t have the skills to complete a task. And, if you are short with your reply, you may also convey that you are unwilling to make an attempt to learn, which will further hurt your reputation.

“Instead of saying can’t, you may want to try saying ‘How about we try this’ and you can rephrase the work your boss if asking you to do into something more manageable for yourself,” explains Chui. “Or, there’s always the deferral. You could say ‘Hey that’s a great suggestion, let me get back to you on ways this can be accomplished’ versus just saying yes or no. In a performance review, sometimes if you’re just saying yes, then your boss is going to think you’re going to do exactly what he just told you to do. While you’re thinking you can’t commit to this. If you at least defer it, it puts the ball back in your court to then come up with a plan that suits you.”

 

4. “Thank you for finally noticing”

Winning and losing is a part of life. You need to learn how to do both gracefully. Receiving a compliment or praise during your performance review is a nice little victory on your career path, but you can completely spoil that win if you don’t handle it well. Saying something to the effect of “thank you for finally noticing” fills the air with bitterness and will leave your boss wondering if they is more trouble brewing below the surface. It may also make your boss less likely to provide future compliments in order to avoid your snark.

On the positive side, there is a simple solution. When receiving a compliment, keep your reply short and sweet. A simple “thank you” is typically enough. If you feel it’s necessary to let your boss know how long you’ve been accomplishing something, you could provide a little more detail by saying something like: “Thank you. I initiated this change last year to improve our productivity after evaluating our current methods. I did X, Y, and Z to generate these results.”

 

5. “It’s not that I’m lazy. It’s that I just don’t care.”

Movies provide a great deal of comic relief. Certain movies like Office Space do an incredible job highlighting the mundane aspects of our own jobs. However, that doesn’t mean you should necessarily try to lighten the mood with your favorite quotes. If your boss doesn’t recognize the quote, the situation could become uncomfortable, especially if the blank stare on his face leaves you squirming to figure out how to explain the quote without making yourself look like a disgruntled employee.

“The trend these days is to give constant feedback to employees,” says Chui. “I think we’re moving away from the traditional once-a-year review when you have to think back about everything you’ve accomplished over the year — that’s almost impossible to do. Having ongoing feedback sets the stage to not have that stuffy conversation and make anything awkward. But, if the performance review is starting to get uncomfortable, you can steer the conversation in a different direction. If you’re starting to get a lot of negative feedback or your starting to talk about things you’re unsure about, it’s OK to ask questions and steer the conversation back in a more positive direction.”

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 CheatSheet.com | June 10, 2016 | 

 

Your #Career : 33 Things you Should Never say During a #PerformanceReview …. To Help Ensure you Get What you Want & Deserve Out of your Next Review, Avoid the Following Phrases

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If you work for someone other than yourself, you’re likely to receive an annual performance review from your boss.  “When done well, reviews can greatly benefit both the employee and employer,” says Darlene Price, president of Well Said, Inc., and author of “Well Said! Presentations and Conversations That Get Results.” “Unfortunately, not everyone makes the most of these meetings.”

Free- Focus on Work

Michael Kerr, an international business speaker and author of “The Humor Advantage,” says it’s tempting and all too easy if you are on the receiving end of a review to express frustration at the process or get defensive. But you should resist the temptation, he says, “because you’ll want to demonstrate that you are truly listening to what’s being said and taking it all in without rushing to judgment,” and that you are open to receiving honest feedback, and willing to learn and grow.

“If you truly do feel the feedback is unwarranted, then a more constructive approach would be to saying something along the lines of, ‘Thank you for that. I’m not sure I completely agree with that assessment but let me take some time to mull it over and maybe we can sit down again next week once I’ve had a chance to consider it carefully,'” says Kerr.

“Save those conversations for another time when you can have a constructive conversation about what needs to change to improve the process.”

To help ensure you get what you want and deserve out of your next review, avoid the following phrases:

But that’s not in my job description,’ or, ‘But that’s not my responsibility.’ 

“Expressing these sentiments raises the ire of any supervisor because it makes you look like you are more concerned about shirking responsibility than you are about doing what needs to be done to help the team or organization succeed,” says Kerr. “Managers want people who will do whatever needs doing regardless of whose responsibility it is.”

‘I’m not paid to … ‘ or ‘I’m not paid enough to … ‘

Again, this makes you sound not only defensive, but as though you are shirking responsibility and merely interested in doing the bare minimum required to get by, Kerr says.

 

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‘If you think I’m bad you should see … ‘

Don’t point fingers. A performance review is rarely, if ever, the time to talk about other colleagues, especially in a critical way. Kerr says this makes you look petty and as though you are passing the blame around or making excuses.

 

‘I deserve a raise,’ or, ‘Can I have a raise?’ or, ‘I should be making more money.’

Every employee feels this way. “The trick is to use your performance review to prove you’ve earned an increase in pay,” Price says.

“Rather than state the obvious, which may sound demanding and petulant, be prepared to recite three to five documented achievements where you’ve saved or made the company money. Or say, ‘I’m really enjoying my job and growth opportunities within the company. What’s the expected timeline in terms of earning promotions or raises, and what do I need to do to get there?'”

 

‘I’m going to find another job unless … ‘ 

Giving your boss an ultimatum goes nowhere fast. “Plus, it sounds a little like Johnny Paycheck’s 1977 hit, ‘Take this job and shove it, I ain’t workin’ here no more,'” says Price. “Instead, speak to your boss about specific challenges you’re facing, in a professional matter-of-fact manner.” Include the quantifiable benefits that could be realized if certain resources were provided to you or obstacles removed.

‘That’s what everyone says,’ or, ‘That’s what my last boss told me, too.’

Saying something along these lines suggests that you have ignored an issue for some time or you are incapable of changing, Kerr explains. “If you’ve heard this feedback before, then consider that it’s at the very least a common perception about you and work to correct the behavior.”

 

‘I’m bored with my job.’

“This statement says you’re tired, jaded, or fed up with your current role and responsibilities,” Price explains. “You’re admitting, ‘I don’t want this job anymore — hire someone else.’ Is that what you really want? ” In reality, regardless of your feelings, your job is still important to the company or it wouldn’t exist. “Instead, say, ‘I believe I have even more to offer. With your approval, I recommend expanding my responsibilities to include …’ This way, you sound goal-oriented and proactive, rather than passive and uninterested.”

‘I wish you had told me sooner.’ 

That may very well be, but now is not the time to have that conversation, says Kerr. “Better to turn into a future-focused action by saying something like, ‘I’m glad I know this now, and I’ll definitely work on that in the future,'” he suggests.

 

‘Can I give you some constructive criticism now?’

“No!” says Kerr. “Unless that’s part of the review process in your organization, flipping comments around onto your boss will only get their back up and make you look overly defensive and unwilling to accept feedback.” It’s fine to express some thoughts and concerns — and if your boss invites you to give feedback, you should — but be careful not to offend anyone in doing so.

 

‘You’re wrong,’ or, ‘Are you kidding me?’ 

Don’t argue. You and your employer may disagree and that’s natural. Instead of becoming self-protective or defensive, just listen. “Be professional, courteous, and calm,” Price suggests. “Rather than firing back with both barrels after an unmerited accusation, say, ‘Help me understand your basis for that statement,’ or, ‘Do you have some specific examples?’ or, ‘Those comments do not reflect my memory and experience of the situation — may I describe my perspective?'”

‘I think you’re being overly critical.’

“That may very well be, but saying this makes you look like you don’t want to accept responsibility or you aren’t concerned about the smaller details,” Kerr explains. Remember, it’s important to choose your battles. If you feel you are being unfairly targeted, then focus on the issues that are most important.

‘That’s not my fault,’ or, ‘It’s John’s fault.’

Good leaders don’t point fingers, they take responsibility, says Price. “They empathize appropriately with the frustration or disappointment someone is expressing. Plus, they don’t blame people or circumstances for the misfortune.”

While no one likes to feel blame, it’s often necessary to hear it — even temporarily absorb it — while you empathize and decide how to tactfully respond. Something like: “I agree. Ideally, we needed to complete that project on time and under budget. Next time, here’s what I’ll do differently to ensure a better outcome …” is a better approach.

‘But that’s just who I am; you knew that when you hired me,’ or ‘I don’t think that’s something I can change.’

What your supervisor will hear is: “It’s your own fault, and I’m incapable of change and not interested in learning or growing.”

 

‘Yup, you nailed it. That’s me: employee of the year!’ 

“Now is not the time to use sarcasm, even if you think it will diffuse the tension,” says Kerr. “Using sarcasm will, once again, make you come across as disinterested. Similarly, it’s all right to use a little self-deprecating humor to show that you can laugh at yourself, but be careful about taking it too far, as it can make you look insecure and lacking in confidence, and there’s always the chance your boss will take you seriously.”

 

‘What the f—?’ or ‘That’s bulls–t!’

Not using profanity may seem like a no-brainer, yet it’s easy to let your emotions run away with you when you get defensive. “Avoid profanity as it will only make you look aggressive and overly defensive,” Kerr advises.

 

‘You should have … ‘ or, ‘You could have … ‘ or, ‘You ought to … ‘

There’s no quicker way to upset a boss than to suggest he or she has fallen short as a manager and is guilty of something (even if they are), Price says. “Instead, take a collaborative approach.” Try something like: “To perform at my best, I really need clearly stated expectations. In the future, may we agree to …?” Or, “Moving forward, would it be possible to …?”

‘It’s about time someone recognized the great work I’m doing.’

When receiving a glowing appraisal or positive feedback, avoid saying anything that will make you sound arrogant, Kerr says. For instance: “Tell me something I don’t know,” is something you should never say.

“Simply accept the compliment graciously and move on.”

 

‘I don’t care,’ or, ‘Whatever,’ or, ‘That doesn’t bother me.’

Blurting out one of these replies after your boss says: “Your 360 assessment this year shows a five point decline in effective listening skills,” or, “Your peer reviews consistently indicate a lack of teamwork,” is a terrible idea.

“Don’t let the death knell of indifference ring during your performance review,” says Price. “It’ll tank your career fast.” Instead, say: “Wow. I was unaware my coworkers felt that way, but I’m glad to know now. Do you have any specific examples you can share that would help me better understand the issue? What steps would you suggest I take to improve in this area?”

 

‘ … ‘   (Saying Nothing)

Saying nothing is almost as bad as saying any of the above.

“One of the worst things you can do is demonstrate indifference through your body language, facial expressions, or by simply sitting in silence,” Kerr says. “Expressing disinterest will make you come across as disengaged from your job, unconcerned about the goals of the organization, and unreceptive to accepting feedback.” At worst, it can come across as passive aggressive.

Price also believes this is a detrimental error. “An effective two-way performance review is packed with benefits: It can facilitate clear communication between you and your boss; clarify expectations; foster trust; establish goals and a career path; identify training needs; improve performance; reveal that you’re a valuable high-potential employee; and even prepare you for a promotion.” None of that happens if you remain silent, she explains.

“So, always prepare several talking points, questions, and appropriate requests or recommendations. Show your boss that your performance review is a significant event, worthy of your full attention and participation.”

 

Businessinsider.com | December 7, 2015 |